Department of Agriculture – Strategic Plan – 2006-09
Province of the
Eastern Cape
DEPARTMENT OF AGRICULTURE STRATEGIC PLAN
2006-2009
1
Department of Agriculture – Strategic Plan – 2006-09
Table of Contents
TABLE OF CONTENTS...................................................................................................................................................................................................................................................2
FOREWORD TO THE STRATEGIC PLAN OF THE DEPARTMENT OF AGRICULTURE IN THE EASTERN CAPE .......................................................... 4
OVERVIEW ...................................................................................................................................................................................................................... 4
MEC FOR AGRICULTURE IN THE EASTERN CAPE: ...................................................................................................................................................... 5
1
PART A ................................................................................................................................................................................................................. 6
OVERVIEW TO THE STRATEGIC PLAN OF THE DEPARTMENT OF AGRICULTURE IN THE EASTERN CAPE...................................................................................................6
1.1
STRATEGY ..................................................................................................................................................................................................................................................8
GREEN REVOLUTION DEFINED: .....................................................................................................................................................................................................................................8
1.2
GOAL OF THE GREEN REVOLUTION ..................................................................................................................................................................................................................8
1.3
OBJECTIVE .....................................................................................................................................................................................................................................................8
1.4
POLICY FRAMEWORK ......................................................................................................................................................................................................................................8
1.5
VISION..........................................................................................................................................................................................................................................................8
1.6
MISSION.......................................................................................................................................................................................................................................................8
1.7
VALUES .......................................................................................................................................................................................................................................................8
2
LEGISLATIVE AND OTHER MANDATES ............................................................................................................................................................ 16
3
4
BUDGET PROGRAMME AND SUB-PROGRAMME............................................................................................................................................. 33
PROGRAMME 1: ADMINISTRATION.................................................................................................................................................................. 34
1.2.1
SECTOR SITUATION ANALYSIS ................................................................................................................................................................................................................. 18
FIGURE 6: PERFORMANCE-BASED STRATEGIC PHASES............................................................................................................................................................................................... 30
4.1
4.2
4.3
4.4
4.5
SITUATION ANALYSIS .................................................................................................................................................................................................................................... 34
POLICIES, PRIORITIES AND STRATEGIC OBJECTIVES......................................................................................................................................................................................... 34
ANALYSIS OF CONSTRAINTS AND MEASURES PLANNED TO OVERCOME THEM..................................................................................................................................................... 35
DESCRIPTION OF PLANNED QUALITY IMPROVEMENT MEASURES........................................................................................................................................................................ 35
PROGRAMME 1: ADMINISTRATION – MEASURABLE OBJECTIVES & TARGETS .................................................................................................................................................... 36
4.5.1
4.5.2
4.5.3
4.5.4
4.5.5
4.5.6
4.6
Sub-program 1.1: Office of the MEC ............................................................................................................................. 36
Sub-programme 1.2: Top Management ........................................................................................................................ 36
Sub-programme 1.3: Corporate Services ..................................................................................................................... 37
Sub-program 1.4: Financial Management..................................................................................................................... 39
Sub-program 1.5: Communication Services................................................................................................................. 43
Summary of payments and estimates by sub-program for Program 1: Administration .............................................. 43
PROGRAMME 2: SUSTAINABLE RESOURCE MANAGEMENT .............................................................................................................................................................................. 44
4.6.1
Situation analysis ......................................................................................................................................................... 44
4.6.2
Policies, priorities and strategic objectives .................................................................................................................. 44
4.6.1.1
4.6.1.2
4.6.1.3
4.6.2.1
Demand for services: .................................................................................................................................................................... 44
Appraisal of existing services: ...................................................................................................................................................... 44
Key Challenges: ............................................................................................................................................................................ 44
Analysis of constraints and measures planned to overcome them.............................................................................................. 44
DESCRIPTION OF PLANNED QUALITY IMPROVEMENT MEASURES .................................................................................................................................................................................... 45
DESCRIPTION OF PLANNED QUALITY IMPROVEMENT MEASURES .........................................................................................................................ERROR! BOOKMARK NOT DEFINED.
4.7
SUB-PROGRAMME 2.1: ENGINEERING SERVICES ..................................................................................................................................................................................... 46
4.8
SUB-PROGRAMME 2.2: LAND CARE............................................................................................................................................................................................................... 47
4.8.1
4.9
4.9.1
5
5.1
5.2
5.3
6.1
6.2
6.3
Reconciliation of budget with plan ............................................................................................................................... 49
PROGRAMME 3: FARMER SUPPORT AND DEVELOPMENT ............................................................................................................................ 50
Sub programme 3.1: Farmer Settlement ..................................................................................................................................... 50
Sub programme 3.2: Farmer Support and extension services .................................................................................................. 50
SUB-PROGRAMME 3.1: FARMER SETTLEMENT : MEASURABLE OBJECTIVES AND TARGETS ................................................................................................................................ 50
SUB PROGRAMME 3.2: FARMER SUPPORT AND EXTENSION SERVICES MEASURABLE OBJECTIVES..................................................................................................................... 52
SUB PROGRAMME 3.3: FOOD SECURITY: MEASURABLE OBJECTIVES........................................................................................................................................................... 54
5.3.1
6
Sub-programme 2.2 Land Care : Measurable objectives and targets........................................................................... 47
SUB PROGRAMME 2.3 RESOURCE PLANNING AND COMMUNAL LAND MANAGEMENT....................................................................................................................... 48
Summary of payments and estimates by Program 3: Farmer Support and Development ........................................... 55
PROGRAMME 4: VETERINARY SERVICES........................................................................................................................................................ 56
Sub programme 4.1: Animal Health ........................................................................................................................................... 56
Sub programme 4.2: Export Control ........................................................................................................................................... 56
Sub programme 4.3: Veterinary Public Health ............................................................................................................................ 56
Sub programme 4.4: Veterinary Laboratory Services ................................................................................................................. 56
SITUATION ANALYSIS .................................................................................................................................................................................................................................... 56
POLICIES, PRIORITIES AND STRATEGIC OBJECTIVES......................................................................................................................................................................................... 57
ANALYSIS OF CONSTRAINTS AND MEASURES PLANNED TO OVERCOME THEM..................................................................................................................................................... 57
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Department of Agriculture – Strategic Plan – 2006-09
6.4
DESCRIPTION OF PLANNED QUALITY IMPROVEMENT MEASURES........................................................................................................................................................................ 57
6.4.1
6.4.2
6.4.3
6.4.4
6.4.5
7
Sub-programme 4.0: Measurable objectives and targets ............................................................................................. 58
Sub-program 4.2: Export Control ................................................................................................................................. 59
Sub-programme: 4.3 Veterinary Public Health ............................................................................................................. 63
Sub-programme 4.4: Veterinary Laboratory Service .................................................................................................... 64
Summary of payments and estimates by sub-program for Program 4: Veterinary Services ....................................... 65
PROGRAMME 5: TECHNOLOGY RESEARCH AND DEVELOPMENT SERVICES .............................................................................................. 66
SUB PROGRAMME 5.1 : RESEARCH ........................................................................................................................................................................................................................... 66
SUB PROGRAMME 5.2: INFORMATION SERVICE............................................................................................................................................................................................................ 66
SUB PROGRAMME 5.3 : INFRASTRUCTURE SUPPORT SERVICE...................................................................................................................................................................................... 66
7.1
7.2
7.3
Situation Analysis: ...................................................................................................................................................................... 66
POLICIES, PRIORITIES AND STRATEGIC OBJECTIVES. ...................................................................................................................................................................................... 67
ANALYSIS OF CONSTRAINTS: ........................................................................................................................................................................................................................ 67
QUALITY IMPROVEMENT MEASURES: ............................................................................................................................................................................................................. 67
7.3.1
7.3.2
7.3.3
7.3.4
8
8.1
PLAN :PROGRAMME 6: AGRICULTURAL ECONOMICS ................................................................................................................................... 71
Programme 6.1: Marketing Services .......................................................................................................................................... 71
Programme 6 .2: Macro-economics and Statistics .................................................................................................................... 71
SITUATION ANALYSIS:................................................................................................................................................................................................................................... 71
8.1.1
8.1.2
8.1.3
9
9.1
9.2
9.3
10.1
10.2
10.3
Program 6: Agricultural Economics ............................................................................................................................. 72
Sub-programme 6.2: Macro-economics and statistics ................................................................................................ 72
Summary of payments and estimates by subprogram for Program 6: Agricultural Economics ................................. 73
PROGRAMME 7: STRUCTURED AGRICULTURAL EDUCATION AND TRAINING ............................................................................................ 74
SUB-PROGRAMME 7.1 : TERTIARY EDUCATION ............................................................................................................................................................................................... 74
FURTHER EDUCATION AND TRAINING (FET) ................................................................................................................................................................................................... 74
SITUATION ANALYSIS .................................................................................................................................................................................................................................... 74
9.3.1
9.3.2
9.3.3
9.3.4
9.3.5
9.3.6
10
Programme 5: Technology Research and Development Services Measurable objectives and targets ....................... 68
Sub-programme 5.2: Information Services................................................................................................................... 69
Sub-programme 5.3 infrastructure Support ................................................................................................................. 70
Summary of payments and estimated by subprogram for Program 5: Technical Research and Development Services
70
Policies, priorities and strategic objectives .................................................................................................................. 75
Analysis of constraints and measures planned to overcome them ............................................................................. 75
Description of planned quality improvement measures............................................................................................... 75
Programme7: Measurable objectives and targets ........................................................................................................ 76
Sub-program 7.2: Further Education and Training (FET) ............................................................................................. 76
Summary of payments and estimates by subprograms for Program 7: Agricultural Education and Training ............ 78
PART C: ANALYSIS OF CHANGES TO PROGRAMMES .................................................................................................................................... 79
OVERVIEW ............................................................................................................................................................................................................................................ 79
ABX-TYPE ANALYSIS ON PLANNED AGRICULTURAL DEVELOPMENT ............................................................................................................................................................ 79
ON-GOING DEPARTMENTAL ACTIVITIES .................................................................................................................................................................................................... 79
10.3.1
10.3.2
New areas of emphasis for agricultural development ............................................................................................. 80
Re-prioritisation that could result in savings ........................................................................................................... 80
3
Department of Agriculture – Strategic Plan – 2006-09
FOREWORD TO THE STRATEGIC PLAN OF THE DEPARTMENT OF AGRICULTURE IN THE EASTERN CAPE
OVERVIEW
As political Head and Executive Authority of the Department of Agriculture, I do not hesitate to convey my confidence in the success
of this Department in the delivery of the political mandate that has been entrusted in me by the government of the Eastern Cape
through the Honourable Premier Mrs Nosimo Balindlela.
The Agriculture Sector Strategic Plan for the country points out the need to highlight the following key strategic issues:
•
Equitable access and participation strategy
•
Global competitiveness and profitability, and
•
Sustainable resource management as core strategies which the agricultural sector should embrace. It is aligned to the
Provincial Growth and Development Plan of the Province.
This mandate is endorsed by one of the four fundamental pillars that forms the basis of our strategic plan, the Political Pillar. This
pillar originates from the electoral process – the governing party manifesto which was accepted by the majority of voters in the last
two elections. The current political mandate of the government is two-fold. There is the 2004-09 mandate that talk to “A People’s
Contract To Create Work And Fight Poverty”, and the 2006-11 mandate that talks to “A Plan To Make Local Government Work Better
For You”,.
The department will intensify implementation of Six-peg policy. These Six-pegs are an embodiment of the aspirations of the Farmers
and emerging farmers in particular. They are a product of extensive consultation, particularly by Portfolio Committee of the
Legislature since 1994. The Six-pegs are as follows
•
Fencing of arable and grazing land
•
Provision of Dipping tanks and dipping Material
•
Provision of Stock-Water Dams
•
Provision of Tractors and Implements
•
Provision of Irrigation Infrastructure
•
Human Resource Development
Strategic intervention in the agricultural sector should be able to influence the lives of our people in a positive manner. Major
agricultural programmes of the agric sector which are funded by the department will contribute not only in increasing the production
capacity of the sector but the impact will add value to the process of improving the lives of the people.
It remains the aim of the department to intervene in the second economy and bring up the emerging farming community to the
desired levels of farming where farming is about earning money as all businesses do. To that extent the department is engaging in
the activities to revive and strengthen subsistence agriculture, and encourage and assist it to graduate to commercial agriculture
through the roll-out of economically sound step-up programmes for farmer development. This is done with full cognisance of the
need to ensure that commercial agriculture is also encouraged to take part in the development of emerging farmers. Public – Private
partnerships are being engaged into by the department on an on- going basis in order to integrate the two economies.
We are focusing on restructuring the Irrigation Schemes as the mechanism intended to accelerate commercial agricultural
development, providing opportunities for human resource development within them, and providing farmer settlement support on the
State Land Acquisition Grant (SLAG) & Land for Redistribution and Agricultural Development (LRAD) beneficiaries.
Mentorship of emerging farmers remains the priority area for the Department. The progress and development of Agriculture in the
Eastern Cape depends on Human Capacitation which will then lead to prosperity and the reduction of poverty.
The Head of Department, his management team and all employees will ensure that the demands of the clients of the department are
met with the highest quality and within reasonable timeframes. Department will synergise with all the stakeholders to realize these
4
Department of Agriculture – Strategic Plan – 2006-09
objectives. The resources of the department shall be used maximally in an integrated approach to realize the strategic objectives that
have been set out.
We shall succeed.
I thank you
HON: MR G NKWINTI (MPL)
MEC FOR AGRICULTURE IN THE EASTERN CAPE:
BHISHO
March 2008
5
Department of Agriculture – Strategic Plan – 2006-09
1
PART A
OVERVIEW TO THE STRATEGIC PLAN OF THE DEPARTMENT OF AGRICULTURE IN THE EASTERN CAPE
It is recognised that Agriculture is the back bone of the Eastern Cape economy. The Department of Agriculture has
recognised five Primary pillars supporting our agricultural Strategies which are:
•
•
•
•
•
The Political Pillar
The Managerial Pillar
The Operational Pillar
Implementation Pillar
Environmental Pillar
The Managerial Pillar is under-pinned by the analysis of the elements of the Political Pillar that enables and defines the
strategic functions for the department. The planning process determined the following strategic functions –
•
•
•
•
•
•
•
Strategy development and management
Support services
Infrastructure development and farmer support
Veterinary services, animal and plant production improvement
Technology development and research
Entrepreneurial development
Human capacitation
This process of analyzing the elements of the political pillar and the definition of strategic functions was led by the Head of
Department, with the Executing Authority providing oversight to ensure that the strategic functions are aligned to the
elements of the political pillar. When the strategic functions were defined, the process has progressed to the phase of
analyzing each function with the intention to define tasks to be performed in their execution. This was followed by a process,
where Managers and Assistant Managers were included. This session was led by General (Programme) Managers together
with the Head of Department providing oversight to ensure that tasks were aligned to the strategic functions.
This process confirms the alignment of the department of Agriculture with the strategic plan of the Eastern Cape Provincial
Government, the Provincial Growth and Development Plan (PGDP). The Department of Agriculture cuts through all six of the
strategic objectives. They are:ƒ
Systematic poverty eradication through a holistic, integrated and multi-dimensional approach to pro-poor
programming,
ƒ
Agrarian transformation and strengthening of food security.
ƒ
Consolidation, development and diversification of the manufacturing base and tourism potential.
ƒ
Human Resource Development
ƒ
Infrastructure Development
ƒ
Public Sector and Institutional Transformation
The department has strategic programmes as shown in its strategic plan which are designed specifically to effect these
objectives.
The department is undergoing transformation which will ensure that as an organization it is positioned to respond effectively and
efficiently and serve its stakeholders. Secondly, the repositioning of the Department is informed by the strategic priority of
having a service delivery model which is aligned to the demands of the stakeholders needs, the 6 Peg Policy and is aligned with
the IDP’s and the LED’s in Local Government.
6
Department of Agriculture – Strategic Plan – 2006-09
The department will pursue a strategy which will ensure that we work with and through the local municipalities in the delivery of
services.
The Eastern Cape Province is endowed with natural resources that are conducive to agricultural activities. It is rural in nature
and the majority of its population lives in rural areas. It is for that reason that the department is continuing to promote a
revolution to green the province. The Green Revolution is seeking to emphasise excellence in both cropping and livestock. It is
envisaged that maximization of the agricultural activities in the rural areas is going to lead to the rapid commercialization of
agriculture in those areas as well. Therein lies the economic development of the Eastern Cape through agriculture. All
stakeholders of this Sector are committed to this and our path forward is the product of consensus. We have held a stakeholder
conference, land summit and strategic conference with all stakeholders.
We are together in this boat and we shall all sail safely ashore.
I thank you
March 2008
7
Department of Agriculture – Strategic Plan – 2006-09
1.1
STRATEGY
Green Revolution Defined:
A sustained social and institutional mobilization and organization accelerated, sustainable agricultural growth and
development in the Province of the Eastern Cape
1.2
Goal of the Green Revolution
The overarching goal of the Green Revolution strategy is Rural Development and Agrarian Transformation
We have begun a revolution. The successes achieved have encouraged the department to embark on a full scale war
against under development and its related poverty, through promoting agriculture as a social and economic process.
1.3
Objective
The objective of the Green Revolution Strategy is to defeat underdevelopment and its socio-economic manifestations,
poverty, unemployment and inequality’.
1.4
Policy Framework
The policy framework is the Six-Peg Policy which is underpinned by:
1.5
•
Fencing
•
Dipping tanks
•
Tractors
•
Stock water dams
•
Irrigation infrastructure
•
Human Resource Development
VISION
A united and prosperous agricultural sector.
1.6
MISSION
Facilitate, promote and coordinate sustainable food production and agricultural development towards eradication of
underdevelopment, poverty and unemployment, through equitable access to resources and meaningful participation by all
stakeholders.
1.7
VALUES
Whilst striving for excellence in all its operations, the department has, as its core values,
Batho Pele principles:
o The stakeholders and customers are consulted about the service that the department provides
o These stakeholders and customers are treated courteously;
o We will ensure that our customers have all the updated information in terms of the services that they are
entitled to;
o The department will ensure transparency in all its dealings with the stakeholders and customers;
o The value and quality of the department’s service will be communicated in advance to all its stakeholders
and customers;
o When the department fails to honour its commitment, the stakeholder and /or customer will be promptly
approached to be redressed;
o The department will ensures equitable access to its services
o We will ensure value for money in terms of the use of it’s resources
o Honesty
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Department of Agriculture – Strategic Plan – 2006-09
o
Integrity
o Humility
Service Delivery Context
We live in an integrated world in which local, national and international social and economic imperatives impact upon what
we do. These imperatives constitute an ever-changing context to which we must adapt, align and arrange our activities and
aspirations. Accordingly, our policies and associated budgets are guided by a number of crucial considerations.
•
M i l len n iu m D e ve lo p m ent G o al s
In the international context, Honourable Speaker, we respond to the spirit of the eight Millennium Development Goals
(MDGs) to be achieved by 2015 in an effort to address the world's main development challenges. The MDGs are drawn from
the actions and targets contained in the Millennium Declaration adopted by 189 nations, and signed by 147 Heads of State
and Governments, during the UN Millennium Summit in September 2000.
While the MDGs represent a composite commitment that recognises the inter-dependence between growth, poverty
reduction and sustainable development, Goal 1 refers specifically to rural development and agrarian transformation as
follows:
MDG Goal 1: Eradicate extreme poverty and hunger
The MDG Goal 1 is underpinned by two important targets that fall within the scope of the PGDP objectives:
Target 1: Reduce by half the proportion of people living on less than a dollar a day, and
Target 2: Reduce by half the proportion of people who suffer from hunger.
C o m p reh en si v e A f r ic a A g r icu ltu re D e v e lo p m ent P r o g ra m m e ( C A A D P)
The CAADP was devised in the context of the New Partnership for Africa's Development (NEPAD) and consists of four
fundamental mutually reinforcing pillars on which the immediate improvement of agriculture, food security and trade balance
relationships in the context of development in Africa are based.
The CAADP Pillars are the following:
•
Extending the area under sustainable land management and reliable water control systems.
•
Improving rural infrastructure and trade-related capacities for market access.
•
Increasing food supply and reducing hunger.
•
Agricultural research, technology dissemination and adoption.
It is clear from the above that the ECDoA’s activities in the Province are admirably supported by a number of integrated
regional, national and international development models and initiatives. It is imperative that we continue to ensure that our
activities take advantage of the support systems that are available through these initiatives.
9
Department of Agriculture – Strategic Plan – 2006-09
•
P r e s id e n t i a l P r io r it i e s
In addition to the critical on-going alignment with the PGDP, the Department will focus attention on the following key
Presidential priorities during 2008/09:
ƒ Redistribution of 5 000 000 ha of white-owned agricultural land to 10 000 new agricultural producers. In this
regard the Eastern Cape share of the commitment is 650 000 ha, the Department would request funds to redistributed 300 000 ha.
ƒ The commitment to increase black entrepreneurs in the agri-business industry by 10%. The ECDoA’s activities
through the Eastern Cape Rural Finance Corporation (ECRFC) and other Provincial institutions will provide
significant assistance, guidance and resources to secure this priority.
ƒ A commitment to provide universal access to agricultural support services to defined rural target groups involved
in the above initiatives. The ECDoA’s anticipated institutional development will assist in meeting this commitment.
ƒ A commitment to increase agricultural produce by 10% to 15% and to increase agricultural trade by 10% to 15%.
The plans, strategies and resources of the Eastern Cape Department of Agriculture are directed towards securing the
commitments represented by the above priority undertakings.
•
A N C R u ra l D e v e lo p m ent P r io r it ie s
The policy principles adopted by the Eastern Cape Department of Agriculture are closely aligned with the Rural
Development Resolutions that emerged from the 52nd National Conference of the African National Congress held in
Polokwane in December 2007. These resolutions have been incorporated into the Department’s programmes in the
context of the 2004 Election Manifesto: “A People’s Contract to Create Work and Fight Poverty”.
Those resolutions indicate clearly that the ANC will embark upon an integrated programme of rural development, land
reform and agrarian change based on several key pillars. Hence, the ANC’s rural development priorities have been
customised and integrated through the Provincial Makgotla process to constitute a fundamental policy and
operational environment based on the following commitments and undertakings:
ƒ Provision of social and economic infrastructure and extending quality government services to rural areas.
ƒ Ensure that fundamental changes in the patterns of land ownership are realised before 2014 by redistributing
30% of agricultural land.
ƒ
This includes comprehensive support programmes with proper monitoring mechanisms to ensure sustainable
improvements in livelihoods for the rural poor, farm workers, farm-dwellers and small farmers, especially women.
ƒ
ƒ
Ensure that real agrarian change is undertaken with a view to:
o
Supporting subsistence food production,
o
Expanding the role and productivity of modern small-holder farming and
o
Maintaining a vibrant and competitive agricultural sector.
Defend and advance the rights and economic status of farm workers and farm-dwellers, including through improved
organisation and better enforcement of existing laws.
ƒ
Implement the Freedom Charter's call to empower those working the land with implements, seed, tractors,
infrastructure for irrigation and other forms of material support.
ƒ
Where appropriate, to work together with commercial agricultural and the private farming sector to:
10
Department of Agriculture – Strategic Plan – 2006-09
o
Promote black economic empowerment,
o
Create partnerships between emerging and established farmers,
o
Establish a vibrant entrepreneurial base founded on sound agrarian reform and accessible to all previously
excluded citizens of the Province,
o
Create linkages between large and small farmers including through procurement and 'contracting-out', and
o
Build institutions to contribute towards more equitable structures of production and ownership in rural South
Africa, including through collective ownership, employment equity, skills development and support for new
enterprises in the agricultural sector.
ƒ
Support the growth of rural market institutions including through the provision of infrastructure and by helping rural
communities and small farmers to build organizations which help them to gain access to markets, to build links with
formal sector value chains and to co-ordinate their activities to realize economies of scale.
Such organizations may include:
o Producer co-operatives,
o Small-holder associations,
o Input supply co-ops,
o Marketing co-ops and/or
o State-regulated institutions designed to support and promote access to market
and collective action amongst small rural producers.
ƒ
Ensure that the allocation of customary land is democratised in a manner which empowers rural women and supports
the building of democratic community structures at village level, that are capable of driving and co-ordinating local
development processes. The ANC will further engage with Traditional Leaders, including Contralesa, to ensure that
the disposal of land without proper consultation with communities and Local Governments is discontinued.
ƒ
Accelerate the provision of rural infrastructure, particularly roads, but also other services including potable water,
electricity and irrigation.
ƒ
Ensure, in particular, that the former homeland areas are properly provided with a sound and sustainable
infrastructural base for economic and social development.
ƒ
Ensure that farm dwellers, like all South Africans, benefit from universal access to free basic services. In this regard,
the ANC reaffirms the objective of realising universal access to free basic water, electricity and sanitation before the
centenary of the ANC and recognises that the bulk of this challenge is in rural South Africa.
ƒ
Improve the co-ordination and synergy between Departments and all levels of Government to ensure that an
integrated approach to land reform and rural development is universally adopted and pursued.
The extent to which there is a significant alignment with national imperatives is evident from the Polokwane Conference
resolutions indicated here. This provides a sound basis for the Eastern Cape to pursue the rural development programmes
and initiatives that we have outlined in this year’s Policy Speech.
11
Department of Agriculture – Strategic Plan – 2006-09
•
P r o v in c ia l G r o w t h and D e v e lo p m ent P l an
The Department recognises that the Provincial Growth and Development Plan (PGDP) remains the overall context for
service delivery. In this regard, we reaffirm our unequivocal commitment to the principles of the PGDP; particularly in
terms of the Key Programme Areas that are focused on Agrarian Transformation, Food Security and Human Resource
Development.
Implementation of Eastern Cape PGDP imperatives constitutes a fundamental point of departure for the Eastern Cape
Department of Agriculture; especially through initiatives designed to promote the Massive Food Programme, the
Siyazondla Homestead Food Production Programme, and the Integrated Agricultural Infrastructure Programme, as well
as the provision of expertise to the Comprehensive Nutrition Programme.
We also focus on finding constructive ways to integrate the dislocated agrarian economy of the previous homeland
areas into the wider Provincial economy by promoting commercial agriculture and through the investment of raw material
sources for agro-enterprises inputs.
We have consistently pursued mechanisms and innovative approaches to give positive effect to key PGDP principles.
Thus, the Department’s Green Revolution Strategy and the associated Six-Peg approach constitute logical links and
extensions to securing the objectives of the PGDP; as is clearly shown in Figure 1.
P G DP
G reen R evolution
G oal
S trateg ic F unc tion 1: S trategy D evelopment and Management
S trateg ic
F unc tion 2:
S upport
S erv ic es
S trateg ic
F unc tion 3:
Infras truc ture
Dev elopment
& F armer
S upport
S trateg ic
F unc tion 4:
Vet S erv ic es ,
Animal &
P lant
P roduc tion
S trateg ic
F unc tion 5:
T ec hnolog y
Dev elopment
& R es earc h
S trateg ic
F unc tion 6:
E ntrepreneuri
al
Dev elopment
S trateg ic
F unc tion 7:
Human &
Ins titutional
C apac itation
S ix P eg P olic y F ramework
• F encing
• Dipping T anks
• T ractors
• L ives tock Dams
• Irrigation S cheme R evitalis ation
• Human R es ource Development
Figure 1: PGDP context for the Green Revolution and the Six-Peg Policy
•
Framework
Sp ati a l De v el opm ent Zone s and H igh I mp act Pri ori ty Pro je ct s
A/n appropriate spatial context is consistently associated with service delivery. This imperative is linked to the spatial context
provided by the Executive Council’s directive in the N2 Corridor area, the Ugie-Maclear-Mthatha Development Zone, the
Agro-processing and Bio-Ethanol Zone and the Mzimvubu Basin Development Zone. The High Impact Priority
Projects (HIPPs) which are of particular importance to the ECDoA are livestock development and integrated cropping
including bio-fuels.
12
Department of Agriculture – Strategic Plan – 2006-09
Mzimvubu
KWAZULU\
Development
NATAL
Initiative
POTENTIAL CONCEPTUAL FOCUS AREAS
FOR SERVICE DELIVERY & POTENTIAL
AGRO-PROCESSING
ORANGE FREE STATE
Umzimkuku
STERKS PRUIT
NORTHERN CAPE
HERSCHE L
ALIWA L NORTH
VENTERSTA D
Gariep
SugarBeet &
Maize/Sorghum
MOUNT
AY LIFF
Elundini
BARKLEY EA ST
STEY NS BURG
Umzimvubu
MOUNT
FLETCHE R
LA DY GREY
BURGERSDORP
MOU NT
FRERE
TABA NK ULU
MA CLE AR
CALA
TSOLO
Inxuba Yethemba
LUSIK ISIKI
Engcobo
ENGCOBO
THORNHILL
TARKAS TAD
ESIGODINI
UMTA TA
King
CAC ADU
S abata
Intsika Yethu
QUEE NST OW N
WESTERN CAPE
COFIMVA BA
Lukanji
TSOMO
IDUTYW A
SADA
EMAHEMINI
Port St Johns
PORT S T
JOHNS
MQU ANDULI
XHORA
CR ADOCK
Mbhashe
Maize
WILLOWV ALE
Camdebo
CAT HCART
BUT TERWORTH
Nxuba
PEA RS TON
BEDFORD
SOMERS ET E AST
ECDMA10
Blue Crane Route
JA NS ENVILLE
BALFOUR
Feedlots:
Cattle
STUTTERHE IM
SEY MORE
FORT
BEA UFORT
CENTA NE
KOMGA
Great Kei
Nkonkobe
KEIS KAMMA HOEK
ADE LAIDE
Mnquma
Amahlati
ABE RDEEN
ALICE
MIDDLEDRIFT
BISHO
KING W ILLIAMS TOW N
ZWE LITSHA
Ikwezi
STEY TLERVILLE
Nyandeni
Dalindyebo
GRAA FF-REINET
WILLOW MORE
Ingquza
Mhlontlo
INDWE
Emalahleni
Mbizana
QUMBU
Sakhisizwe
Maize Mills
STERKS TROOM
HOFMEY ER
NGQELENI
FLAGSTA FF
ELLIOT
Cotton
Tsolwana
BIZANA
Ntabankul u
DORDRECHT
MOLTE NO
Inkwanca
MIDDELBURG
Baviaans
UM ZIMKULU
MA LUTI
Ugie – Maclear –
Mthatha
: Food
Malethswai
Senqu
Basket
MDANTSA NE
Bio Diesel Canola
Buffalo City
Ngqushwa
EAS T LONDON
Sunday's
River
ECDMA10
Valley
Makana
PEDDIE
GRAHAMST OW N
KIRK WOOD
Ndlambe
N2
BURTHURST
ALEX ANDRIA
Nelson
Mandela
UITE NHAGE
JOUBERTINA
Kou-Kamma
HANKE Y
Kouga
HUMANS DORP
Maize
PORT E LIZAB ETH
Bio diesel Soya
Figure 2: Spatial Development Context
2.8
D i st ri ct Mu ni c ip a l G rowth and De v elopm ent Summ it s
Towards this end, the Department is guided by the outcomes of the Growth and Development Summits (GDSs) that were
concluded by the District and Metro Municipalities during 2007/08.
Developmental issues and areas of concern arising from these GDSs have been noted as matters to be addressed by the
Department through outreach, consultation and co-operative approaches to working with the Local Government sphere.
ƒ
In the Chris Hani District Municipality, the GDS resolutions emphasised the prospects for bio-fuel benefits arising
from sugar beet and other crops; while concerns were raised regarding improvements in livestock farming, especially
with respect to expanding the National Wool Growers Association (NWGA) model for support to emerging farmers
through appropriate mentoring and improved extension services and access to markets. Improved veld management
strategies based on a move towards formal land administration and management in communal areas also emerged as
matters of concern.
Revival tactics for existing irrigation and dry-land cropping schemes will be intensified to resolve ownership conflicts, to
introduce maintenance procedures, to establish farmer training initiatives and to develop sustainable markets in order
to improve production for the Massive Food Programme. A new irrigation scheme will be started in Ndonga Village of
Emalahleni Local Municipality this year.
Critical improvements are required to scale up the presence and technical expertise of agricultural extension officers in
the District; as well as in the development of grading, packaging, and storage facilities for fruit and vegetable produce
at strategic locations in the District.
ƒ
In the Ukhahlamba District Municipal area, the Department is committed to expanding support for emerging farmers
and household food production through the efficient implementation of Massive Food Production programmes,
homestead food production and livestock improvement programmes. This will entail improvements in human resource
and in the material capacity of extension workers to respond to the agricultural needs and potential of the District.
13
Department of Agriculture – Strategic Plan – 2006-09
The Department will also devote considerable resources to increase investment in agricultural infrastructure, such as the
fencing of arable land, irrigation schemes, livestock sales pens, and dipping facilities. A “Food-basket” initiative has been
started around Elundini Local Municipality, working with the municipality and community and farmer representatives.
The Department will also undertake an area-based plan for the District Municipality and will support Local Municipalities in
the acquisition of land through the Land Reform Programme. A mentorship programme initiated by Mr Johan Fouche and
son, from Lady Grey, is successfully supporting four LRAD farmers to develop their wool sheep flocks. This is a good
example of what can be done when neighbours work together. Four dipping tanks and four shearing sheds will be
constructed in Senqu Local Municipality this year.
ƒ In the case of the Amathole District Municipality, the Department has committed to increasing infrastructure
investment, and to develop over 3 000 ha linked to the Massive Food Production and Siyazondla Homestead Food
Production Programmes.
Revitalizing irrigation schemes is also a priority in the Amathole District and such endeavours will include a commitment
to improve human resource and material capacity of extension workers to respond to the agricultural needs and potential
of the District. The Department and the District Municipality will collaborate towards promoting co-operative models in
agricultural economic development, with special emphasis on the needs of women, youth and people with disabilities.
Private sector commitment is demonstrated by a partnership arrangement between the Department and Da Gama
Textiles for the production of cotton in the District.
ƒ In the OR Tambo District, the Department will work with the Municipality to expand support for emerging farmers
engaged in household food production through the Siyakhula and Massive Food Production and livestock improvement
programmes. This also involves improving the human resource and material capacity of extension workers to respond
appropriately to the agricultural needs and potential of the District. In this context, the Department will assist to actively
encourage young people to take up agriculture as a livelihood through awareness programmes, capacity building
exposure visits and incentives. In this regard, our efforts at turning Tsolo College into a Farmer Support Centre par
excellence will continue.
The Department further commits to increase investment in agricultural infrastructure, with a focus on fencing arable land,
irrigation schemes and livestock sale pens. The first phase of the implementation of a Rural Sustainable Village Model
took place at Nkantolo, Mbizana. Nine tractors were provided to farmers in various municipalities in this District, whilst
12 stock water dams were erected at Balasi.
ƒ In the Cacadu District and Nelson Mandela Metropolitan Municipalities, the Department will focus on co-operation
with the Municipalities on activities to establish and promote the Siyazondla Programme and to facilitate investment in
infrastructure development and export –oriented production, particularly in citrus and deciduous fruit.
Towards these ends, the Department is committed to the development of emerging farmers using the opportunity
created by the intensification of land transfers from commercial to historically disadvantaged individuals and groups.
Agro-tourism could emerge as one of the most lucrative businesses in this regard.
ƒ The Alfred Nzo District Municipality GDS focussed on a number of areas for potential development that will require
substantial inputs and direction from the Department. These include the following:
Opportunities arising from the development of the Mzimvubu Basin Project.
Wool production based on the NWGA model support, as in the Chris Hani District.
Mentoring emerging farmers and significantly improved agricultural extension services.
Resolution of the long-standing Makhoba Land Dispute.
Improved market access, veld management and strengthening agricultural value-chains, such as in the animal feeds
industry.
o Expanding the dip tank construction pilot programme to more villages in the District.
o
o
o
o
o
14
Department of Agriculture – Strategic Plan – 2006-09
2.9
Legislative Framework
The effective implementation of the Green Revolution Strategy requires an equally effective, enabling legislative framework.
There are numerous pieces of legislation which impact on agricultural development and which have given rise to various
agricultural and financial service organisations which in some instances may be competing unnecessarily against each other.
The Department has initiated a review of the current legislative framework relating to agricultural development and during the
course of this financial year will take the necessary legal steps to promulgate any required changes.
15
Department of Agriculture – Strategic Plan – 2006-09
2
Legislative and other mandates
The department derives its core mandate from the provisions of Schedules 4 and 5 of the Constitution of the Republic of South Africa and in accordance with Section 104 (1)
(b) of the Constitution.
The Province passed the following legislation with regard to the Department of Agriculture:
The Eastern Cape Rural
Finance Corporation Act, Act 9
of 1999:
The Agriculture Development Act,
Act 8 of 1999
This Act was promulgated to
provide for the establishment of
the Eastern Cape Rural Finance
Corporation Limited (uVimba),
with the object of promoting,
supporting and facilitating rural
development in the Eastern Cape
Province in an appropriate and
sustainable manner; to make
provision for the abolition of the
Agricultural Bank of Transkei and
the Ciskeian Agricultural Bank
Limited; and to provide for matters
connected therewith.
The Agricultural Development Act No 8
of 1999 was promulgated to promote,
support and facilitate agricultural
development in the Eastern Cape
Province, by providing for the
introduction of programmes and
schemes for providing agricultural
assistance and disaster relief to
farmers and for improving agricultural
standards and the efficiency and
competitiveness of the agricultural
sector; to provide for the creation of an
agricultural development fund; and to
provide for matters connected
therewith.
Animal Health Act, Act 7 of
2002
Animal Improvement Act, 1998 (Act
62 of 1998)
To provide for measures to
promote animal health and to
control animal diseases; to sign
executive authority, with regard to
certain provisions of this Act, to
provinces; to regulate importation
and exportation of animals and
things; to establish animal health
schemes and to provide for
matters connected therewith
To provide for the breeding,
identification and utilisation of
genetically superior animals in order to
improve the production and
performance of animals in the interest
of the Republic; and to provide for
matters connected therewith.
Animal Identification Act, 2002 (Act No 6 of 2002)
Meat Safety Act, Act 40 of 2000
To consolidate the law relating to the identification of
animals and to provide for incidental matters.
To provide for measure to promote meat
safety and safety of animal products; to
establish and maintain essential national
standards in respect of abattoirs; to regulate
the importation and exportation of meat; to
establish meat safety schemes and to provide
for matters connected therewith.
16
Department of Agriculture – Strategic Plan – 2006-09
Legislation guiding the Provincial Department of Agriculture
•
•
•
•
South African Abattoir Corporation Act, 1992, Act 120 of 1992
Animal Protection Act, 1962, Act no 71 of 1962
Livestock Improvement Act, 1997, Act no 25 of 1997
Limitation, Control and Improvement of Livestock and of Pastoral and
Agricultural Resources in Black Areas, 1927, Act 38 of 1927
•
Land Tenure Rights Act
1991, no 112 of 1991
•
• Conservation of Agricultural Resources Act, 1983, Act 43 of 1983
• Veterinary and Para-Veterinary Professions Act, 1982 (Act 19 of 1982)
• Animal Diseases Act, 1984 (Act 35 of 1984)
• Medicines and Related Substances Control Act, 1965 (Act 101 of 1965)
• Broad Based Black Economic Empowerment Act
Land related legislation
Development Facilitation Act,
1995, Act no 67 of 1995
Administrative mandate: The Department has also adopted the following Acts that contributes towards sustainable economic development in the Province
•
•
•
•
•
•
•
•
•
The Constitution of the
Republic of South Africa (Act
No. 108 of 1996) - Sec 27
Public Finance Management
Act (Act No.1 of 1999 as
amended by
Act 29 of 1999)
Reconstruction and
Development Program
Labour Relations Act (Act
No. 66 of 1995)
Employment Equity Act (Act
55 of 1998)
Basic Conditions of
Employment Act (Act No.75
of 1997)
Division of Revenue Act
(Annually)
Preferential Procurement
Policy Framework Act (Act 5
of 2000)
•
•
•
•
•
•
•
•
•
•
Companies Act (Act 61 of 1973)
Extension of Security of Tenure
Act (Act 62 of 1997)
Public Service Act (Act 103 of
1994) and Regulations, 2001
Basic Conditions of Employment
Act (Act 75 of 1997)
Skills Development Act (Act 97 of
1998)
National Archives Act (Act43 of
1996)
Promotion of Access to
Information Act (Act 2 of 2000)
Occupational Health and Safety
Act (Act 85 of 1993)
Compensation for Occupational
Injuries and Diseases Act (Act
130 of 1993)Collective
agreements
National Treasury Regulations
•
•
•
•
•
•
•
•
•
•
•
Tender Board Regulations
Provincial Treasury Instructions
Administrative Justice Act (Act 3 of 2000)
Public Holidays Act (Act 6 of 1994)
The National Constitution of South Africa (Act 108 of
1996)
Adult Basic Education and Training Act (Act 52 of
2000)
Skills Development Levies Act (Act 9 of 1999)
South African Qualifications Act (Act 58 of 1995)
South African Qualifications Regulations
National Education Policy Act (Act 27 of 1996)
Further Education and Training Act (Act 98 of 1998)
•
•
•
•
•
•
•
•
General and Further Education and
Training Quality Assurance Act (Act 58 of
2001)
Government Employees Pension Law
(1996)
Unemployment Insurance Act (Act 30 of
1966)
Income Tax Act, 1962 – 4th standard
Higher Education Act (Act 101 of 1997)
Further Education and Training Act (Act
98 of 1998)
Promotion of Administrative Justice Act
(Act no.3, 2000)
Promotion of equality and prevention of
unfair discrimination Act no.4, 2000
17
Department of Agriculture – Strategic Plan – 2006-09
Strategic Planning Processes for the Department
The department has, in order to determine its strategic objectives, reviewed the political, economic, social, and the
technological environment. Further, it has considered its internal processes and current policies and assessed the capacity
and the ability of these to make an impact in the environment. External competitive forces have also been taken into
consideration hence the following objectives.
The Strategic Planning process was achieved through Strategic Retreats with Senior Management of the Department led by
MEC and HOD. Several Retreats of 2 days were conducted which culminated into a comprehensive strategy, vision, mission
and strategic functions and strategic objectives. The following stakeholders were consulted and participated in developing the
strategic plan:
1.2.1
•
Members of the Portfolio Committee of Agriculture
•
Farmers Unions
•
District and Local Municipalities (Growth and Development Summit Resolutions are factored in the planning process)
•
Members of the middle management
Sector situation analysis
The South African Agricultural Sector Strategy indicates that agriculture contributes to the economy of the country when
farm workers, farmers and their families spend their wages, salaries, and agricultural profits on consumer goods and when
they buy inputs for production in the next season. Agriculture accounts for 3.1% of the Gross Domestic Product (GDP) in
South Africa while the agro-industry accounts for 9% of the GDP. Large commercial farmers (5 000) who are predominantly
white generate most of this contribution to the GDP.
The Department operates in an environment that is faced with varied challenges. Eastern Cape is a rural province whose
majority of the population constitutes the historically disadvantaged groups. The level of understanding on technical matters
is, therefore, relatively low. Research on technologies and production methods that yield few private benefits to
researchers, but can provide sustainable increases in agricultural production and improved management of natural
resources in the province are seriously under funded and poorly co-ordinated between the various institutions. Initiatives
are underway to co-ordinate both primary and secondary research among the institutions (University of Fort Hare and
Orange Free State, Port Elizabeth Technikon, ADRI, and the departmental research stations).
Attendant to this is the age demographics of the farmers. The average age of the experienced farmers is very high, and
there is insufficient participation by the youth in agriculture. The Province is rated as the poorest of all the other provinces
in the country with a relatively high proportion of young people (41, 8% of the provincial population is 15 years and
younger). It is largely rural in nature with high agricultural potential if properly preserved. It would therefore, make sense for
agriculture to develop young farmers to form the cornerstone of the transformation of this rural economy.
This necessitates a more direct involvement of the departmental officials in developmental issues. In so doing the
Department will be able to contribute significantly in changing the mindset of the average farmer, our primary client, from
the culture of entitlement to a proactive trendsetter and business leader. In-roads are being made to encourage youth and
women to participate actively in agricultural activities.
The ability to access credit finance by the emerging farmers continues to be a challenge for this rural province. Together
with Uvimba Finance and Land bank, the department is working on innovative ways to improve access to finance for the
emerging farmer and facilitate better functioning rural financial markets. An integrated rural financial system that allows
small savers to save conveniently and at reasonable costs, which could provide insurance, collateral and credit, has been
developed. To this end, the department is facilitating the restructuring of the debt that some emerging farmers had with
Uvimba in collaboration with the Land bank. The departmental farmer settlement schemes are being strengthened, through
amongst others, the introduction and steady roll out of the Comprehensive Agricultural Support Programme and State
Funded Credit Scheme (MAFISA).
18
Department of Agriculture – Strategic Plan – 2006-09
The communal land tenure system poses a challenge of a different nature. Communal ownership of the grazing land
interferes with the proper planning of the communal lands. The delay in proper planning of the grazing land exacerbates
the denudation of this diminishing natural resource, leading to unchecked soil erosion, with catastrophic consequences for
the future generations and agriculture. In addition, the extent of the arable lands that are lying fallow has reached
unacceptable proportions.
The ineffective land administration is worrisome. The department will engage the local authorities to pass bye-laws that will
allow for the mobilization of under-utilized land for food security purposes and the implementation of the massive food
production project. The passing of the Communal Land Rights Act, which, amongst others, seeks to provide for the leases
of communal land for commercial and developmental purposes, to some extent will address this handicap.
The Provincial Growth & Development Plan (PGDP) of the province continues to guide the department in its quest to bring
about integrated and sustainable rural development. The scourge of HIV and AIDS, which continues to take its toll on the
able-bodied men and women of our province, poses a challenge that requires alternatives to our labour-intensive ways of
doing things.
The province is characterized by a disparity in its water resources. There is abundance of water in the eastern seaboard, as
opposed to the western half of the province. The department is taking full advantage of this in its choice of appropriate
projects, as guided by the identified agro-ecological zones. The participation of the department in the Umzimvubu Mega
Project will ensure sustainable agricultural development and a better contribution of the agricultural sector in the Provincial
Growth. With reasonable rural infrastructure in place, it will be possible to increase food production of the province to levels
that will be far beyond self-sufficiency.
SERVICE DELIVERY CHARTER
The moral platform of the Department is “Kwisebe lezoLimo ungena ulila uphume uncumile”
This is enhanced by a service delivery charter which is premised on the activities, systems, processes that promote the
realization of the Six-Peg Policy framework. The charter is therefore one way of enforcing accountability within the
Department so that there is responsiveness and promptness to all those served i.e. stakeholders and clients.
Strategic Functions as Derived from the Green Revolution and the Six-peg Policy
Framework
•
Strategy Development and Management
The Strategy Development and Management’s primary function is to ensure strategic and operational alignment
vertically and horizontally, policy and legislation development and regulatory services as well as monitoring and
evaluation. It is a critical responsibility of this strategic function to ensure that at all times the strategy of the
Department is aligned with the goal and strategic objective of the governing party, as reflected in its Manifestos and
January 8th Statements.
19
Department of Agriculture – Strategic Plan – 2006-09
The ECDoA has been restructured to ensure alignment to the overarching strategy - Green Revolution - and the
strategic functions reflected in Figure 1 above. Each organisational function will have a balanced scorecard which
can monitor and evaluate progress against the strategic objectives of each strategic function.
Organisational Alignment
G reen R evolution
G oal
Infras truc tur
al Dev . &
F armer
S upport
S trateg y
Dev elop‐
ment &
Manag e‐
ment
S upport
S ervic es
Vet S erv ic es ,
Animal &
P lant
P roduc tion
T ec hnolog y
Dev elopment
& R es earc h
E ntrepreneuri
al
Dev elopment
Human &
Ins titutional
C apac itation
C O R P O R AT E S HAR E D S E R VIC E S
C O R P O R AT E S HAR E D S E R VIC E S
Figure 3: ECDoA Organisational Alignment with the Green Revolution Goal
•
Support Services
The Support Services primary function is to ensure effective administration, management accounting, financial
accounting, supply chain management, risk control and human resources management services. This function plays
a critical back office role in facilitating an environment which enables best practice services to be delivered to key
stakeholders.
Strides to pursuing the process of undergoing a paradigm shift from purely administrative support services to those
which are fully fledged strategic partners in service delivery have been noticeable in the previous financial year. It is
for that reason that a 5-Level Pyramid Model is proposed for implementation which delineates roles and
responsibilities per level of operation in the forthcoming year.
•
Infrastructure Development and Farmer Support
The Infrastructure Development and Farmer Support’s primary function is to ensure the provision of on-farm
infrastructure, build and repair dipping tanks, shearing sheds, sales pens, fencing of grazing camps and arable lands,
provision of stock water dams, build and revitalise irrigation schemes, provision of tractors and agricultural
implements. Whilst on the other hand, farmer support services provide key advisory services to farmers. The
challenge is that the current mandate of the Department does not include off-farm infrastructure such as roads to and
from markets.
20
Department of Agriculture – Strategic Plan – 2006-09
o
I nf ra st ru ctur e d e ve lopme nt an d in sta l l at ion
The Eastern Cape Province is faced with a serious backlog of infrastructure in the agricultural sector. The
level of service which infrastructure is being provided so far is currently inadequate to match up with the rate
of Provincial infrastructure development demand. The objective of infrastructure development is aimed at
promoting the following:
•
•
•
•
•
•
Ensure viable commercialization of irrigation schemes
To support agricultural production and agro processing
Commercialisation of small units
Promote commercial livestock production
Ensure sustainable management of agricultural resources
Successful implementation of CASP
In fulfilling such objective, the Department will boost agricultural production through the provision of agricultural
infrastructure viz:
• Erection of fencing to approximately 10 million ha of grazing land
• Provision of irrigation infrastructure to approximately 170 000 ha of irrigable land with water resources
• Upgrading of existing irrigation infrastructure on the 7 big irrigation schemes
• Provision of stock water dams and stock water facilities for the fenced 10 million has of grazing land
• Provision of storage and agro-processing infrastructure for the increased production
• Soil conservation structure for environmentally sensitive areas as well as degraded areas
• Construction of shearing sheds and sales pens and other holding facilities.
• E x ten s ion Se r v ic e s
The Extension Services’ cadre is crucial in realisation of the over-arching Goal of the Green Revolution
Strategy in particular to the implementation phases that include a sustained social and institutional
mobilisation and organisation in order to ensure sustainable accelerated agricultural growth and
development. Strategic leadership for these cadres has been enhanced with the appointment of two Senior
Managers to head Extension Services and the division of the Province into two segments, each with a
General Manager and Senior Manager, Extension Services.
•
Veterinary Services, Animal and Plant Production Improvement
This function involves animal breeding programs, provision of nutrition, integrated
cropping, marketing of livestock and veterinary services.
•
Animal Production Improvement
o Animal Branding
The Department continues its efforts to implement the Animal Identification Act of 2002 which
requires that all livestock be branded for ease identification. Given the fact that the Province has
the highest livestock population in the country with 60% in the Eastern segment whilst 40% in the
Western part of the Province, the implementation of this Act will curb the prevalence of stock theft
especially in the communal farming areas. A team of experts from the Veterinary University of
Hannover are in the Province to assist the Department to develop an animal identification system
which will not only curb stock theft, but will also facilitate marketing of livestock from the communal
areas.
o
Nguni Cattle
The number of nucleus Nguni herds in the Province was increased to 50 through the efforts of the
Döhne Agricultural Development Institute and the University of Fort Hare. The programme of
spreading the benefits of the indigenous Nguni breed to other communities will be extended in the
future.
21
Department of Agriculture – Strategic Plan – 2006-09
•
Plant Production Improvement
•
Integrated Cropping and Bio-Fuels
While national policy developments regarding bio-fuels were being finalised, the Province engaged
in significant planning initiatives with respect to integrated crop production focussed principally on
food security and as a secondary spin-off on value-addition through bio-fuel production. This will
result in the planned development of some 500 000 ha of dry-land integrated cropping on currently
underdeveloped land over the next several years starting with demarcations of 70 000 ha. The
Department will fence 30 000 ha of crop land for integrated cropping.
This programme is viewed as the catalyst for accelerated rural economic development and forms
the basis for a mega-project to be established through the ASGISA (Eastern Cape) Programme.
Apart from the potential marketing of oil-seeds for bio-diesel production, the output will also benefit
the livestock industry; thus adding further to rural/agrarian transformation and creating further jobs
through integrated cropping mega-projects.
Similarly, innovative ethanol production will be secured from the emerging sugar-beet industry in
the Fish River Valley where the process of securing investment partners has reached an advanced
stage. To protect and advance the interest of landowners, the Department has developed a model
for business investment while taking advantage of the Black Economic Empowerment
opportunities.
From a strategic point of view, it is intended to establish an Eastern Cape Bio-Fuel entity through a business investment
model proposed as an Integrated Cropping and Bio-fuel Development Model (ICBDM) demonstrated hereunder in Figure 4.
Integrated Cropping and Bio-Fuel Development Model
EXTRACTION
SECTOR
Crop production
business: access,
production costs,
transportation,
compliance issues,
competition, other
MARKETING
SECTOR
Bio‐fuel and
bio‐diesel
production
business
PROCESSING
SECTOR
Feedback Loop
Market access,
logistics, compliance
issues, competition,
other
Plant, packaging,
transportation, compliance,
competition, other
Figure4: Integrated Cropping and Bio-fuel Development Model (ICBDM)
The mandate and objective of the proposed entity will be to use this model in developing a sustainable, efficient, equitable
and competitive bio-fuel industry for the Eastern Cape. This entity will carry out this mandate on its own or with carefully
selected strategic partners, always taking into consideration the matters of strategic national interest. Fundamentally, the
22
Department of Agriculture – Strategic Plan – 2006-09
aim is to protect and advance the interests of landowners whilst simultaneously taking advantage of the Black Economic
Empowerment opportunities.
Technology Development and Research
The Technology Development and Research’s primary function is development of appropriate agricultural technology,
research including social research, management of research stations and laboratories, dissemination of research
information and publication of research papers.
•
Socio-economic Research
The preliminary monitoring and evaluation exercise recently conducted, revealed a need to undertake a
socio-economic research in the service delivery programmes of the Department. It is anticipated that
through socio-economic surveys, it will be feasible to assess the socio-economic impacts the
Department’s major programmes had on poverty alleviation, unemployment and inequality.
The results of these surveys will provide us with the solutions to address the challenges that may arise
or the opportunities to replicate the success stories which will eventually lead to setting realistic targets
for a successful agrarian transformation. On the other hand, such results will enable the Department to
be abreast with agricultural development trends in our areas of jurisdiction in terms of our service
delivery performance.
•
Animal Research
ƒ
Grazing Capacity Norms
A project to establish grazing capacity norms and other relevant rangeland parameters using remote sensing
technologies, assisted by current stocking rate trials and veld monitoring initiatives will be implemented during the
forthcoming financial year in the municipalities of the Transkei and Ciskei regions where such data is critically
lacking.
ƒ
Dexter Project
The focus of this multi-disciplinary project is to curb the rising costs of milk production on a sustainable basis by
breeding Dexter cattle with a resistance to ticks and other diseases and which require comparatively less food
than other breeds.
ƒ
Crop Research
ƒ Bio-Fuel
Investigations have been conducted on all possible crops that can be used in the bio-fuel industry.
Trials have since ensued on such crops in places such as Bizana, Mqanduli, Ngcobo and other sites
that have been identified for expansion.
ƒ
Mycotoxin Reduction
In order to curb the high incidence of throat cancer in humans associated with the consumption of
mycotoxin-contaminated crops, a research on susceptible crops is taking place at OR Tambo and
Amatole districts.
Entrepreneurial Development
ƒ
The primary function of Entrepreneurial Development is to facilitate implementation of PPPs, cooperatives, agriBBBEE, agro-processing, food production and processing, value adding off farm gate, promoting distribution modes
and farming systems.
ƒ
Foo d Securit y
Improved food security lies at the core of the PGDP and the Department endeavours to contribute towards this
end through the following initiatives:
23
Department of Agriculture – Strategic Plan – 2006-09
•
Household Food Security
Honourable members will appreciate that food security forms the cornerstone of social stability and
sound growth and development.
The Siyazondla subsistence household food security programme has brought benefits to over 17 000
households, comprising 130 000 individuals, over the past year. This remains the fundamental element
of the EC DoA’s food security and development programme, which provides essential food needs and
also expands household food security skills and develops future agricultural entrepreneurs.
Furthermore, the development of alternative local vegetable and processing facilities through the Agri-Park concept
will not only ensure the off-take of excess household production, but will also provide local employment and a local
supply of processed, nutritious and preserved foodstuffs. The Agri-Park initiative was developed over a four-year
period of co-operation with the University of Fort Hare and the first satellite Agri-Park will be established at Dutywa to
contribute towards sustaining the benefits realised in the Mbashe Green Revolution Pilot.
ƒ
ƒ
Siyakhula and Massive Food Production
The Siyakhula and Massive Food Programmes have realised significant performance over the past season. Some 54
000 tons of maize were produced, together with smaller quantities of other field food crops like potatoes, sorghum and
beans. Progress towards sustainability is measured by an increase in the average yield of maize from 1 tonne per ha
in the first year to 3 tonnes per ha in 2005/06 and to 3½ tonnes per ha in 2006/07. Both programmes will expand the
range of products to include winter crops and animal fibre. We must produce throughout the year, if ware to be
internationally competitive.
The programme realised 356 cropping projects extending over 13 000 ha with an investment of over R 7million
generated from the previous crop. Such commitment by community farmers will allow an accelerated expansion of the
benefits of the Programme to new participants and will ensure that the mind-set of self-sustaining commercial
agriculture is strengthened.
It is evident that the seeds for building a sustainable rural economy, with increasing employment and food security are
steadily emerging.
ƒ
Maize Mills
Increasing crop production in underdeveloped high-potential areas has highlighted the disjuncture between the
production and marketing of agricultural output. This is a distinct disadvantage that stifles the emergence of
sustainable agricultural value-chains. Thus, developing appropriate storage milling capacity for maize in production
areas close to markets contributes towards improved sustainability and reduces food and fodder costs. The first
significant maize mill was erected at Flagstaff; and mills at other strategic locations are scheduled to follow once this
first facility is fully operational.
ƒ
ƒ L i ve sto c k Produ ct ion
Wool
Returns from wool sales in developing areas of the Province increased from R15 million to R30 million during the past
season. Whilst 40% of this increase was due to world commodity price increases, 60% was attributable to improved
product quality from local sheep and wool development programmes.
The introduction of some 3 200 rams annually over the past several years, together with the development of
production infrastructure, such as shearing and sorting sheds, improvements in containing livestock diseases through
veterinary service improvements, and improvements in the development of wool classification and marketing skills
have contributed significantly to the development of the wool industry.
ƒ
Ostriches
A new and growing production base for the ostrich industry was established at Ngqushwa. R5 million was allocated
towards infrastructure and input support which resulted in the development of small-unit ostrich production entities and
24
Department of Agriculture – Strategic Plan – 2006-09
co-operative market scheduling. This is in support of a 51% BBBEE share in the ostrich abattoir meat processing
facilities in Makana.
ƒ
Dairying
The Eastern Cape produces 28% of milk output in South Africa; and has the potential to expand production even
further. During the past year, a modern dairy with a 600-cow capacity was established by the University of Fort Hare in
partnership with a body of commercial dairy farmers. Within six months, the 600-cow potential was exceeded as a
result of significantly improved forage production capacity. he Provincial dairy industry is expected to grow significantly
through the demonstration and learning that results from this first fully operational large-scale commercial dairy
operated for training dairy farmers.
Promoting dairy projects for women, whereby 50 dairy cows together with a tractor and a trailer were purchased as
start-up capital for the Qamza/Platjie farm in Amathole District, being the very first dairy owned by women, currently
producing 1100 litres of milk every two days and selling at R3.00 per litre and a new dairy parlour mainly for women
was completed in the Nazi village at Port St Johns.
ƒ
ƒ Crop Produ ct ion
Tea Production
The Magwa and Majola tea farming estates are now developed under the responsibility of the EC Department of
Agriculture. This allows us to work towards improving production efficiencies; which, together with diversification into
other high value crops is projected to establish economic sustainability and to generate future profits. Essential oils
have emerged as a viable option that is to be explored by planting 10ha at each estate. Marketing strategies are being
developed for both local and international markets
It is anticipated that these initiatives will provide secure employment opportunities and increase the capacity of the
enterprises to maintain existing employment and generate wealth and further job creation. Institutional arrangements
for local ownership and sustainable business and production management/discipline are far advanced in Majola.
Similar initiatives will soon follow at Magwa.
ƒ
Sugar cane Production
A sugarcane project located at Northern Pondoland with an area of 3000 ha is presently producing sugar in 1050 ha
and in other area the farmers are busy with clearing of forest, debushing of forest trees. In the new areas they are
developing fire belts to be able to control astray fire and pathways to control soil erosion. There is, however, a postrestitution social conflict which has brought effective production almost to a halt. The matter is receiving attention.
ƒ
Pineapples
The re-structuring of the pineapple industry, based on the full support of all stakeholders, including labour, producers
and processors, will result in the consolidation of the industry and the re-location of processing facilities from East
London to Bathurst. Government has acquired a 26% equity out of a R140 million investment on behalf of the workers
in the industries, as part of transforming this industry. The necessary technical and legal processes involved are being
undertaken presently, including the establishment of a Workers’ Trust.
The development of alternative pineapple products will assist in the diversification of the industry and increase its
potential profit base. This will, in turn, ensure improved sustainability and the further expansion of production, value
added and job opportunities.
ƒ
Citrus
Government support to previously underdeveloped citrus producers and co-operation with local established citrus
producers has secured significant loan funding to ensure the development of sustainable citrus production units. An
initiative by the late John Gomomo (MP) and the Sunday’s River Citrus Company, with our support and funding from the
IDC is fast becoming a model in this regard. A company of emerging farmers in the valley yielded a R2.1 million profit
this year. We are steadfastly dealing with the challenges of Kangela, Enon and Bersheba. Promotion of agroprocessing and value adding with specific reference to citrus is enhanced in order to enable black citrus farmers enter
into export markets in order to maximise benefits that accrue though the value chain. This will entail provision of a pack
shed and exposure to international trade and securing citrus export markets.
25
Department of Agriculture – Strategic Plan – 2006-09
ƒ
Deciduous Fruit
•
Port St Johns
There are two projects situated at Emantisini and Emngazana with an area of 60 ha. The farmers at present are
busy planting fruit trees in two different sites at 10 ha each.
•
Cala
The area of this communal project is 4.5 ha with 450 fruit trees. 300 trees are under peach production and the
farmers are busy testing the adaptability of 75 apples and 75 pears.
•
Western Region
There are 3 prosperous projects at Misgund and Louterwater with a hectarage of 600ha. Misgund Farmers Trust
has two projects for emerging farmers and 6 farms for commercial farmers. These are successful and sustainable
projects as they are making fascinating profit with main production of apples, pears, peaches and parsimon fruit.
There is also Outré Farm which is producing under a Joint Venture of emerging and commercial farmers.
Through their effort they managed to own park shed and cold storage rooms. They have established a marketing
arm with Z22 PTY (Ltd) and this contribute to their success of sustainable business and production. There are
also other projects that are still in their developmental stage and are supported by LRAD program of the
Department.
ƒ
Vegetable Production
This large scale vegetable project facilitated by the Uitenhage & Despatch Development Initiative is the brain child of
the Tinarha Agri Tourism Initiative. The establishment of an organic farming operation where a section of the crop will
be for the export market will produce cherries, tomatoes, pumpkins, potatoes immensely. It is envisaged that this
project at inception will create 100 jobs escalating to between 300 and 400 once a value-adding, high tech pack-house
and a fertilizer plan will be built.
ƒ Human and Institutional Capacitation
The Human and Institutional Capacitation’s primary function is to ensure training of farmers, training of officials, mentorship
and coaching, management of farmer training institutions and farmer support centres, social facilitation, implementation of
agric education and training strategy coordination with other strategic partners in agricultural education and training.
ƒ
D e ve lop ing Ag r i cul tu ra l Hu man R e sou r ce C ap ac ity
The sustainable agricultural development can only progress as rapidly as there is sound capacity to nurture and
nourish it. Hence, the future lies in consistent skills development. The exercise of conducting a Farmer Skills
Audit and development of training plans is at an advanced stage.
Training in programs like the Comprehensive Agricultural Support Programme, CASP, will continue to meet the
requirements of EPWP. Current collaboration with the Department of Labour on farmer training is projected to
train 8000 farmers within the CASP, Siyakhula/Massive food and Landcare projects
Enhancing skills of the 43 Extension Officers through specialized training at the University of Fort Hare continues.
Twenty (20) Extension Officers are scheduled to complete their final year of the B Agric degree in the 2007
academic year. On the other hand, plans are in place to increase the intake of Extension Officers participating in
the CAPRI Programme already mentioned above from 80 to 250 per annum from the next financial year.
ƒ
A g r i cul t u ra l T e rti a r y In sti t u t ion s
Agricultural training receives added priority and momentum with the appointment of a senior manager
responsible for Agricultural Education & Training. At last, the management of the Fort Cox College has now been
assigned to ECDoA which presents an opportunity to make the College play a vital part in the realisation of the
Department’s human and institutional capacitation strategic goal.
26
Department of Agriculture – Strategic Plan – 2006-09
F a rmer Suppo rt Cent res
ƒ
Farmer training and development will be boosted through the setting up of Farmer Support Centres. The
construction is underway at Tsolo Agriculture and Rural Development Institute in order to improve the
infrastructure based on one of the world’s leading institutes on farmer training – Duella College in Germany.
Thereafter there will be systematically established at strategic locations to intensify agricultural activities in all
District Municipalities. Satellite centres are envisaged to be established in order to access remote areas. Farmer
support centres are not semi-commercial agricultural input supply points as it is economically most sustainable
and cost effective when this opportunity is serviced through existing and new local commercial retail outlets. The
farmer support centres will provide models of best agricultural practice and operate as a base for demonstration
training and in situ hand-on practical agricultural production skills development. This effect will be expanded
through facilitating a structured process of farmers imparting acquired skills and experience to as many fellow
farmers as possible. Farmer support centres will provide models of best agricultural practice and operate as a
base for demonstration training and in-situ hand-on practical agricultural production skills development. .
The Green Revolution Service Delivery Model
Our approach to the Green Revolution Service Delivery Model is indicated in Figure 5.
Green Revolution Service Delivery Model
Government Structures
National
DoA
Eastern
Cape DoA
ECRFC
Act
Uvimba
Livestock
ASGI‐SA
EC
Provincial
Government
ASGISA
EC DoA
Strategic Alignment
Provincial / District /
Local Government
Integrated
Cropping
Integrated
Crop &
Bio‐Fuels
Vulithuba
Eastern Cape
ASGISA
Livestock
Forestry
Water
• ±500 000 hectares of biofuel
feedstock
• ±35 000 new jobs
• Massive institutional support
required :
• Technical skills
• Financial
Figure 5: Green Revolution Service Delivery Model
In the 2007/08 Policy Speech, reference was made to the critical role that the Eastern Cape Rural Finance Corporation
(Uvimba) would play as a key facilitator of cost effective service delivery through Vulithuba. It was indicated that Vulithuba
will, over time, on a contractual basis, take on the implementation and project management of most of the entrepreneurial
agricultural production and agri-business development initiatives of the Department.
The Department and ECRFC (Vulithuba) have made significant strides in giving effect to this mandate and Vulithuba is
currently project managing some of the key projects.
27
Department of Agriculture – Strategic Plan – 2006-09
It has been identified that there is an urgent need to develop the capacity of Vulithuba through the deployment of skilled
personnel from the EC Department of Agriculture and the contracting of specialist services externally. It is not the intention to
develop Vulithuba into a large organisation, but it is critical to ensure that each project is resourced with the best possible
skills, internally and externally as we cannot compromise on meeting the performance criteria established for each project.
The ECRFC is currently evaluating different business models for Uvimba in the light of the evolving strategy to develop
Vulithuba into a world class agricultural project management and consulting organisation.
The formation of ASGISA (Eastern Cape) (Pty) Ltd and its high level strategy to introduce two mega agricultural development
projects, integrated cropping (bio-fuels) and livestock, brings in an exciting and positive development. The importance of
ensuring strategic and operational alignment cannot be understated and the Department, with the support of an enhanced
ECRFC, will play a critical role in this respect. It is the intention of the ECDoA to forge close strategic partnerships with
AsgiSA and other key role players to ensure effective service delivery. To enhance the capacity of the ECRFC to play this
role two additional divisions, Livestock and Integrated Cropping and Bio-fuels will have to be created. That will allow
Vulithuba to focus on three functions: to follow Uvimba’s Rand; rehabilitate and nurture collapsed emergent farmers; and, to
“hold” farmers indebted with the Land Bank, so they do not get auctioned back to commercial farmers.
Internationally competitive cross-cutting value chains which link international markets to domestic production with backward
integration reaching right into the heart of the rural areas are a cornerstone of the Green Revolution Strategy. The potential
investors, who are prepared to invest billions in the East London and Coega IDZs, as well as in other parts of the Eastern
Cape, will often need off-take agreements to ensure that they have a reliable, cost competitive and quality supply of feedstock
to supply their customers. This will increasingly result in the creation of direct and indirect jobs across the value chain.
Institutional Alignment
The Five Pillars:
o Political Pillar
The current political mandate of the government is two-fold:. “A People’s Contract To Create Work And
Fight Poverty” (2004-09) – and” A Plan To Make Local Government Work Better For You” (2006-11).
From this electoral mandate, an overarching strategy and policy framework, The Green Revolution,
were generated by the Department led by the Executing Authority. Everything that follows must be in
alignment with the objectives of this pillar, otherwise the political mandate of the governing party will be
misconceived.
o
Managerial Pillar
o This is the back-office centre of the strategic plan. The back-office has, amongst others, two critical
interfacing responsibilities – strategic functions analysis and definition (primary) and task analysis and
definition (secondary and diminishing). The politico-managerial interfacing is under-pinned by the
analysis of the elements of the political pillar in order to be able to define strategic functions for the
Department. This is the arena of interface between the managerial and the operational pillars and
marks the point of diminishing direct influence by the back-office and the rise of direct influence and
control by the operational pillar. Full support of the Political Pillar and is primarily driven by the Senior
Management and they cover the following functional areas within the department
o
Operational Pillar
This pillar moves from the analysis and definition of tasks, through the analysis and definition of the
demands of each task (inputs), analyzing and defining activities for each task, costing each activity or
set of activities, deciding on the mode of service delivery, project design, procurement of goods and
services and implementation of projects.
As can be seen here, the managerial-operational interface is characterized by the analysis of strategic
functions to define tasks to be performed in the execution of such functions. This is the primary task of
this pillar and serves as an organic link between it and its managerial counterpart.
28
Department of Agriculture – Strategic Plan – 2006-09
There are two phases in this pillar – the phase from the analysis of strategic functions and definition of
tasks through to the designing of projects; and, secondly, the phase from project design to project
implementation. The work which separates into the two phases is further complicated by roles and rolerelationships inherent in this pillar. There are two phases in this pillar – the phase from the analysis of
strategic functions and definition of tasks through to the designing of projects; and, secondly, the phase
from project design to project implementation. The work which separates into the two phases is further
complicated by roles and role-relationships inherent in this pillar.
o
Implementation Pillar
o
o
Critical here are two alignments: designs/ specifications or bills of quantities and the procurement
system (decisions, calling for tenders, orientating tenderers, processing tenders, awarding tenders,
notification, quality control and payment). In the Strategic Plan, the implementation Phase (which is in
fact a distinct phase) has been subsumed under the Operational Pillar.
Environmental feedback
The strategic plan serves as a guide to the Department so that it is effective, efficient and equitable in
service delivery. At the beginning we indicated that the political mandate originates from the political
party that has been put into power by the electorate. In essence, indeed the government, forms part of
input from the environment within which the Department operates. The Department responds by
providing services (outputs) back to the environment, in line with the input represented by the governing
party’s election manifesto. But the delivery of services to communities and individuals in the
environment is subject to values, norms, legalities, standards, quantities, qualities, preferences and
priorities. Furthermore, it is subject to time, place and politics.
These are elements of the environmental feed-back pillar, most of which are qualitative in nature and
very difficult to understand without getting directly involved. Even those that are quantitative in nature
are constrained by availability resources, including finances, material and human capital. The
department has adopted a policy to engage with all its stakeholders regularly, as part of the feed-back
mechanism. This policy is in line with the overarching objective of Batho Pele. The systematic
approach to the strategic plan is part of the Department’s response to those inputs by stakeholders.
Performance-based Strategic Phases
Phase 1
Sustained social and institutional mobilization: Creating the Public Aura and demonstrating confidence in the collective
ability to over-come the challenge – led by the government. This is a political function, which has to be driven by the Political
Pillar, supported by the Study Group of the Portfolio Committee (from the Governing Party)
Phase 2
Sustained social and institutional organization:
This is to ensure that the existing organizational structures are geared to achieving set objectives – the so called value for
money principle. This is a managerial function which has to be driven by the Managerial Pillar or Back Office, supported by
the Political Pillar.
Phase 3:
Planning, training, retraining and formation for sustainability and acceleration in service delivery:
This is a strategy operationalizing function which has to be driven by the Operational Pillar, supported by the Back Office or
Managerial Pillar and the Implementation Pillar
Phase 4: Realization of increased growth or production output (contribution to overall Gross Geographic Product):
This is the implementation phase, driven by Senior Managers, supported by General Managers. Monitoring and evaluation is
done by the Back Office against plans mooted in Phase 3. Critical here are two alignments: designs/ specifications or bills of
quantities and the procurement system (decisions, calling for tenders, orientating tenderers, processing tenders, awarding
29
Department of Agriculture – Strategic Plan – 2006-09
tenders, notification, quality control and payment). In the Strategic Plan, the implementation Phase (which is in fact a distinct
phase) has been subsumed under the Operational Pillar.
Phase 5:
Realization of agricultural development impact on social development, poverty, unemployment and cultural
inequality:
This is the responsibility of service delivery by General Managers supported by Back Office, with specific reference to the
Divisions Strategy Development and Management and Technology Development and Research with Communication and
Monitoring and Evaluation Units as the cutting edge. With respect to the external environment, this function is the
responsibility of the Head of Department who should institutionalize public and stakeholder input to policy development and
budget processes (at the beginning) and impact assessment (at the end). This is the feed-back system (FBS) that constitutes
the Feed Back Pillar of the Strategic Plan.
Figure 6: Performance-based strategic phases
The performance of the Department hinges on the 5 pillars as a result the efficient functioning of the pillars enhance service delivery
as well as realization of the Green Revolution strategic objective.
30
Department of Agriculture – Strategic Plan – 2006-09
BUDGET ALIGNMENT
ANNEXURE A: TOTAL BUDGET OF THE DEPARTMENT OF AGRICULTURE 2008/09
Strategic
Functions As
Goods &
Program
derived from
Comp Of
Services
Transfer
Capital
Description
Green Revolution
Employees
Payments
R'000
Admistration
Sustainable
Resource
Management
Famer Support &
Development
Veterinary
Services
Technology
Research &
Development
Services
Agricultural
Economics
Stuctured
Agricultural
Training
Grand Total
Support Services
Strategy
Development &
Management
Infrastructure
Development &
Farmer Support
Infrustucture
Development &
Farmer Support
Veterinary
Services Animal
& Plant
Production
Improvement
Technology Dev
& Research
Enterpreneural
Development
Human &
Istitutional
Capacitation
R'000
R'000
R'000
Total
R'000
163,646
134,228
2,000
1,472
301,346
57,095
32,490
9,000
1,200
99,785
172,748
63,712
278,453
91,310
25,977
39,885
18,500
58,385
9,725
11,000
20,725
15,591
31,303
15,000
97
61,991
550,000
317,210
304,453
2,892
1,174,555
514,913
123
117,410
31
Department of Agriculture – Strategic Plan – 2006-09
G r een R e volut ion St ra teg y Mon ito r ing M e ch ani sm
The Department has established a stakeholder political monitoring and evaluation structure known as the Agricultural
Development Monitoring Forum whose main function is advising the MEC in the political oversight of the Department. It has
become increasingly evident that it is essential that the stakeholders are able to establish the contribution made by the Green
Revolution Strategy in achieving the strategic goals of the PGDP. A technology-based monitoring and evaluation system is
currently being set up to ensure the integrity of information in the reporting system.
In evaluating our performance, we have decided to introduce the Balanced Scorecard system to ensure that it is possible to
monitor and evaluate the progress of the Green Revolution Strategy. The Balanced Scorecard is defined as a system that
translates an organisation’s strategy into a comprehensive set of performance measures that provides the framework for a
strategic measurement and management system.
The organisational restructuring of the Department to align with the Strategic Plan and indeed to the Green Revolution
strategy makes the introduction of the Balanced Scorecard system both timeous and necessary at this important juncture.
The intention is to cascade the Balanced Scorecard, systematically, to all levels of the Department as well as to the key
stakeholders. This is the start of an ongoing journey which will transform the way in which we lead and manage the
Department. However, the said organogram requires funding in order to ensure all posts are filled particularly critical skills
required by the ECDoA.
A first draft of the Green Revolution balanced scorecard, which will need to be refined in consultation with the stakeholders, is
reflected in Figure 7 below. The balanced scorecard will be populated with quantitative and qualitative KPIs and targets.
OPERATIONAL GOALS
Strategic
Goals
GREEN REVOLUTION BALANCED
SCORECARD
CUSTOMER
INTERNAL
PROCESS
LEARNING &
GROWTH
FINANCIAL
Satisfied
Stakeholders
Good Corporate
Governance
High Performing
Organisation
Growth & Viability
Infrastructure / Six
Peg Policy
Best Practice
Service Delivery
Productive Farmers
Budget Integrity
Increase in
sustainable food
production
Best Practice
Policies, Procedures
and Systems
Best Practice
Agricultural
Learning
Institutions
PFMA Compliance
Increase in new
jobs
(Direct / Indirect)
Stakeholder
Agreements /
Compacts /
Charters
Retention /
Attraction of Critical
Skills
Sustainable Projects
Effective
organisational &
individual
monitoring &
evaluation system
Project Viability
Competent
Employees
Figure 7: Green Revolution Balanced Scorecard
32
Department of Agriculture – Strategic Plan – 2006-09
The Balanced Scorecard approach stem from a strategic review of the Department’s structure, policies and performance
assessment.
This has resulted in a strengthening of our Implementation Pillar, introduced last year, to formulate a lay-out plan for the
Performance-Based Reporting System (PBRS).
With these innovative developments, the Department of Agriculture now has:
Ö
Ö
Five clearly delineated and dynamically aligned Responsibility Pillars as set out in our current strategic plan and
improved upon by the PBRS.
[viz., Political Pillar, Managerial Pillar, Operational Pillar, Implementation Pillar and Feedback Pillar].
Five related performance-based Tactical Phases.
[viz., The social and institutional mobilisation phase, the social and institutional organisation phase, the planning,
training and formation/capacitation phase, the implementation phase and the developmental phase].
These represent coherent procedures that will enable us to proceed with accelerated and massified agricultural growth,
systematically and sequentially, throughout the Province.
There is little doubt that effective Balanced Scorecard procedures will assist us in finding the correct course and keeping to it.
Conclusion
Our central commitment to the principles of the Green Revolution and its extension to all aspects and components of the
ECDoA in the Province forms the basis for the way in which we will commit our endeavours in the future. The Strategic Plan
of the department has been crafted to guide the successful achievement of Rural development and Agrarian Transformation.
3
Budget programme and sub-programme
SUB-PROGRAMME
PROGRAMME
1
Administration
2
Sustainable Resource Management
3
Farmer Support Development
4
Veterinary Services
5
Technology Research and
Development Services
6
Agricultural Economics
7
Structured Agricultural Training
1.
2.
3.
4.
5.
1.
2.
3.
1.
2.
3.
1.
2.
3.
4.
1.
2.
3.
1.
2.
1.
2.
Office of the MEC
Top Management
Corporate Services
Financial Management
Communication services
Engineering Services
Land Care
Resource Planning and Management of Communal Land
Farmer Settlement
Farmer Support Services
Food Security
Animal Health
Export Control / Disease Surveillance
Veterinary Public Health
Veterinary Lab Services
Research
Information Services
Infrastructure Support Services
Marketing Services
Macro-economics and statistics
Tertiary Education
Further Education and Training (FET)
33
Department of Agriculture – Strategic Plan – 2006-09
4
Programme 1: Administration
The overall description of the programme is to manage and formulate policy directives and priorities and, to ensure there is
appropriate support service to all other programmes with regard to finance, personnel, information, communication and
procurement.
4.1
Situation analysis
The Corporate Services branch is in the process of undergoing a paradigm shift from being a purely administrative directorate
to one which is a fully fledge strategic partner to line directorates by providing advisory/consultancy type services in a
professional manner.
The shift in focus from administration to advisory poses serious challenges and these will be addressed through a
comprehensive action plan. The aim is to reverse the current focus of 80% administration to 80% advisory/consultation. With
this shift it will be incumbent upon line managers to undertake general management functions in respect of their human
resources. The Human Resource directorate must strive to provide a one stop service.
Currently the HRM directorate staff view themselves as practitioners who provide Human Resource services. Our target
group / customers are as follows:
•
•
•
•
•
4.2
Employees
Former employees
Trade Unions
Families of current and former employees
Line function directorates
Policies, priorities and strategic objectives
Corporate Services branch categorically committed itself to the following verifiable indicators:
• Corporate Service compliance
• Reduction in audit queries and queries in general
• Improvement in response time; and
• Improvement in customer satisfaction.
The branch has set the following strategic objectives:
To conduct training courses and one-on-one training (coaching)
To research and develop draft procedure manuals
To develop and communicate the Individual Development Plans (IDP) format and ensure completion
To set normative guidelines for rendering of corporate services
To develop employee profiles and competency profiles
To conduct consultative workshop with relevant stakeholders
To develop and update job descriptions
To establish and capacitate a Wellness Committee
To provide and enhance inter-connectivity
To enhance ICT support
To establish a functional OD component and the latter currently providing the deployment of 500 Community
Animal Health Workers in the Organogram. This process will accelerate animal development programs where the
animal improvement function will reach greater heights.
34
Department of Agriculture – Strategic Plan – 2006-09
4.3
Analysis of constraints and measures planned to overcome them
Insufficient capacity of HR practitioners at implementation level
Lack of structured multi-skilling and staff rotation within HR
HR staff in districts rotated by District managers without consultation with Head Office and cognisance not taken
of the impact this has on service delivery
Inadequate synergy in implementing and co-ordinating important HR events and functions
Relatively low level of supervision
Supervisors and managers focus on operational issues
4.4
Description of planned quality improvement measures
The matrix management model will be utilised whereby a service level agreement will be drawn up with all District
Senior Managers and line senior managers to enhance service delivery.
A focussed capacitating program will be put in place for all HR staff.
A turn around communication strategy will be implemented to address the Corporate Image of the department.
The department will be supported by a process of monitoring and evaluation which will be internalised by all
branches.
A strategic planning process will be provided to support the program.
35
Department of Agriculture – Strategic Plan – 2006-09
4.5
4.5.1
Programme 1: Administration – Measurable Objectives & Targets
Sub-program 1.1: Office of the MEC
Purpose: To set priorities and political directives in order to meet the needs of clients. (For the efficient running of the MEC’s office)
Strategic Function 1: Strategy development and management
Strategic objective 1.2: Policy development and regulatory services
MEASURABLE OBJECTIVES
Give political direction and
leadership to the department
PERFORMANCE INDICATORS
™ Policy in place;
™ Policy & budget speech available;
™ Service delivery improvement plan
™ Attendance of Monitoring & Evaluation forum
and advisory board meetings
™ No. of strategic sessions held
2006/07
actual
1
4.5.2
™
™
™
Policies/ strategic documents in place
Budget available
Percentage proportions of programs and
projects targeting youth, women, disabled
persons, children and the elderly persons
2008/09
target
2008/09
Budget
4 000 000
1
1
4
4
4
4
2007/08
2008/09
4
4
1
2008/9
Budget
330 000
4
4
4
650 000
Provide oversight function in order
4
to ensure that the strategic
functions are aligned to the
4
element s of the political direction
Strategic function1: Strategy Development and Management
Strategic Objetive1.3: Monitor and evaluate organizational performance and corporate governance compliance
Performance indicator
2006//07
Measurable objective
Develop/ review and
coordination of the
implementation of policies to
fast track the development of
youth, children, disabled
persons, women and the
elderly
Monitoring and evaluation of
the effectiveness of the
development programs on
youth, children, disabled
persons, women and elderly
persons
2007/08
estimate
Sub-programme 1.2: Top Management
Strategic Function 1: Strategy development and management
Strategic Objective1.1: Ensure strategic and operational alignment vertically and horizontally
MEASURABLE OBJECTIVES
Strategic direction and guidance to
the department
Oversee the performance of the
department
Monitor the compliance of the
department to all the regulations of
the public service
PERFORMANCE INDICATORS
™ Conduct strategic retreats
™ Adherence to the reporting times and
requirements of the Department
™ Quarterly reports
™ Mid-term performance reviews
™ Monthly financial reports (IYM)
™ Visit 40% of projects;
Observation of the obligations of the department in the light
of the regulations and prescription of government
•
Management meetings
2006/07
actual
2007/08
estimate
2008/09
target
1
4
1
12
1
4
1
12
1
4
1
12
12
12
12
12
12
12
2008/09
Budget
7,600 000
36
Department of Agriculture – Strategic Plan – 2006-09
4.5.3
Sub-programme 1.3: Corporate Services
Strategic Functionl2: Support services
Strategic Objective 2.1: Promote conducive and capacitated oeganizational environment
MEASURABLE OBJECTIVES
To ensure Human Resource
Planning
To promote and monitor sound
employment relations in the
workplace
To ensure Development of Human
Resource (staff)
2006/07
actual
1
2007/08
estimate
1
2008/09
target
1
80% (1)
1
100%
1
1
1
7
7
7
COE:
R846 750
G&S
R 100000
a)Approved Workplace skills plan in place
b) 50% of staff who have attended training in line with WSP
c)No, cost and area of bursaries awarded employees
1
56%
20
1
65%
20
1
100%
20
COE:
R 4 980 000
R 5 333 000
d)No, cost and area of bursaries awarded (external)
20
20
20
e)No. of intern engaged in internship programme
20
20
120
PERFORMANCE INDICATORS
a)Approved Integrated HR Plan covering the MTEF in place
b)HR plan implemented – annual implementation targets
fully achieved by end March of each financial year
a) Approved Employment Equity Plan with clear targets and
strategy in place
b) Employment Equity Plan communicated to all components
(Districts and HO)
f No. of Internships Offered
To provide Human Resource
Information Management which
complies with PSR
2)To ensure 100% alignment of the
Staff Establishment with approved
organogram on Persal
3) Monitoring that HR prescripts,
guidelines, policies and procedures
are adhered to, implemented and
complied with.
120
120
7
100
60
60
b) 50% of the total complement personnel records accurate
(1777/ 3555)
c) 100% Leave records audited half yearly
2629
1939
1777
100%
100%
100%
d) All exited staff terminated in the system within 30 days (51
retirements)
a)Organizational structure captured and maintained on
PERSAL and aligned with PP reports on monthly basis
b) 85% of funded vacant posts filled (51)
100%
100%
100%
a) No. of PERSAL users trained (60/120 users) (50%)
c) Plan in place to deal with excess staff with reduction of
30% (113/376)
a)Prescripts readily available
b) Reduction in audit queries
12
100%
(51)
113/376
100%
100%
100%
2006/07
actual
1
2007/08
estimate
1
2008/09
target
1
1
1
100%
50% (1643)
100%
4
4
3555 x 4
14220
1
1
1
1
1
1
1
100%
100%
100%
100%
100%
100%
2008/09
Budget
COE:
R 500 000
G&S
R 3252220
COE:
R5 000 000
G&S
R50 000
Transfers:
Leave gratuity
R 2 000 000
COE
R350 000
G&S:
R50 000
Strategic Objective2.3: Enhance an enabling environment towards results orientated services
MEASURABLE OBJECTIVES
1) To ensure implementation of
Performance Management &
Development System of the
department in terms of PSR, PSA
and DoA policy.
2) To ensure integrated employee
wellness programme
PERFORMANCE INDICATORS
a)PMDS plan in place and implemented by end of financial
year
b)Performance contracts at all levels signed by April each
year (for 3555 staff members)
c)Quarterly performance reviews conducted for all
categories of staff and reports available
d)Annual performance assessments for previous financial
year conducted and reports available
e)All performance bonuses and pay progressions based on
the outcomes of annual assessments for the previous
financial year fully effected by June
a) Department’s integrated EW programme in place and fully
implemented
3) To promote sound employment
relations in the workplace
a)100% of compliance to disciplinary, grievance and
dispute procedure/policies
b) 10% Reduction in the No of disciplinary cases,
grievances , disputes handled
2008/09
Budget
50,000
COE:
R1415 000
G&S:
R1 000 000
COE:
R1245 000
G&S
R300 000
37
Department of Agriculture – Strategic Plan – 2006-09
Strategic Objective 2.1: Promote a conducive and capacitated organizational environment
MEASURABLE OBJECTIVES
To facilitate the development and
updating of organogram in terms of
the PSR to be in line with
strategies of DoA and Public
Service Act by 31 March 09
PERFORMANCE INDICATORS
a)No of workshops conducted on the implementation of the
organogram by March 09; (Districts and Head Office)
b)Evaluation report on the implementation of organogram by
March 09
2006/07
actual
2007/08
estimate
2008/09
target
22
7
7
1
To conduct Job evaluation on 120
of 297 mandatory jobs at level 9
and 10 in terms of PSR to ensure
correct salary grading of such
posts in the organization by 31
March 09 No. of Job Evaluations
conducted
No. of Job Evaluations conducted
No. of JE Status Reports Produced
To standardize Job Descriptions
for 120 mandatory jobs out of 297
at level 9 and 10 targeted for job
evaluation in terms of the PSR by
31 March 09
To investigate efficiencies,
economy and effectiveness to
improve the Business processes
for two (2) prioritized areas by 31
March 09
No. of Standardised Job Descriptions developed
1
1
1
1
120
1
2008/09
Budget
R400 000
1
120
120
Provide accessible JD database
1
1
1
No. of Manuals developed with workflow charts
0
0
2
Strategic Objective 2.1: Promote a conducive and capacitated organizational environment
MEASURABLE OBJECTIVES
To facilitate Public Sector
Transformation in terms of the
white paper on public service
transformation by facilitating a
programme for the implementation
of 8 Batho Pele principles by 31
March 09.
To facilitate the implementation of
the Balasela programme through
quarterly workshops by 31 March
09.
PERFORMANCE INDICATORS
No of Stakeholder Consultation sessions and forums.
2006/07
actual
4
2007/08
estimate
4
2008/09
target
No. of Change Management Sessions;
4
4
4
No of Batho Pele assessments in terms of compliance with
PSC requirements conducted.
No. of Roadshows/awareness campaigns/comms ito
Strategy, SDC, SDS, SDIP & APP conducted
No of assessment sessions conducted
1
1
1
1
1
4
4
4
4
2006/07
actual
1
2007/08
estimate
1
2008/09
target
1
4
2008/09
Budget
400 000
Strategic Objective 2.3: Enhance an enabling environment towards results orientated services
MEASURABLE OBJECTIVES
To enhance an enabling
environment to ensure effective
service delivery in terms of
published service delivery
standards by 31 March 09
PERFORMANCE INDICATORS
Facilitate the development of Service delivery improvement
plan;
Review & Update Service standards and Service Charter;
1
1
2008/09
Budget
1
Strategic Objective1.3 Monitor and evaluate organizational performance and corporate governance compliance
MEASURABLE OBJECTIVES
To conduct two organizational
diognosis assessments in terms of
Public Service Commision
requirements to improve the
effectiveness of personnel and the
organization by 31 March 2009
PERFORMANCE INDICATORS
No. of organizational culture surveys conducted;
No. of customer satisfaction surveys conducted;
2006/07
actual
1
1
2007/08
estimate
1
1
2008/09
target
1
2008/09
Budget
1
38
Department of Agriculture – Strategic Plan – 2006-09
Strategic Function 1: Strategy Development and Management
Strategic Objective1.1: Ensure strategy and operational alignment vertically and horizontally
Strategic Objective1.3: Monitor and Evaluate Organizational Performance and Corporate Governance
2006/07
actual
MEASURABLE OBJECTIVES
PERFORMANCE INDICATORS
1) To ensure monitoring and
No. of awareness and capacity building sessions in terms
1
evaluation of the Department’s
the M&E policy framework
performance in 7 programmes and
1
M&E electronic system in place
6 Districts on a monthly basis in
4
Liaising with district municipalities to report on
relation to service delivery and its
progress of HIPPs.
impact
Facilitate strategic reporting
monthly in terms of PSR
Charpter 1 (part 111, and
National Treasury Regulations
(b) & MEC requirements
To facilitate improved planning
cycles and content of the
departmental strategic
documents/plans on a monthly
basis in terms of treasury
regulations, OTP requirements
and AG norms and standards
by 31 March 09
2007/08
estimate
2008/09
target
1
7
1
1
4
4
Quarterly Reports compiled
4
4
4
Mid Term Report compiled.
1
1
1
1
1
1
2008/09
Budget
589 694
Annual Report compiled
Updated and refine Strategic Plan
1
1
1
Updated Departmental Annual Performance Plan
1
1
1
0
1
6
300 000
Develop Annual Performance Plan per District
Strategic Objective 2.3 Enhance an enabling environment towards results orientated services
MEASURABLE OBJECTIVES
Develop an integrated and web
enabled MIS (7 programs)
Increase in network connectivity
(1,500 staff)
Provide ICT infrastructure to all
service sites (25 sites)
2006/07
actual
4
PERFORMANCE INDICATORS
2007/08
estimate
5
2008/09
target
2
2008/09
Budget
98 680 000
No. of programmes covered by Web enabled MIS
2380 (70%)
No. of staff with network connectivity of 3400staff in Dept.
13
1,500
25
500
5
No. of service sites with network connectivity
4.5.4
Sub-program 1.4: Financial Management
Purpose: To provide effective support services (including monitoring and control) regarding financial management in areas
like Budgeting, Supply Chain Management, Financial Control, Accounting Services, and Internal Control Unit.
Strategic function 2: Support Services
Strategic Objective2.2: Provide excellent and cost effective advisory and support services
08/09
07/08
Measurable Objective
1) To render effective and
efficient Financial Accounting
Services
09/10
10/11
2008/09
Budget
320 032
Performance Indicator
To ensure Good Corporate Governance
•
Signed and Approved Business Plan
-
•
Signed and approved Risk Management Plan
-
•
Signed and approved policies and procedures
To render effective, reliable and efficient banking services
to the department
•
Signed and Approved Bank reconciliations
•
Approved Funds Transfer Reconciliations
•
•
•
Approved Exchequer Grant Account Reconciliations
Updated bank interface
Reliable Cash Flow Projections
-
-
1
1
1
1
1
1
1
1
1
12
12
12
12
12
12
12
12
12
12
12
12
48
48
48
39
Department of Agriculture – Strategic Plan – 2006-09
Strategic function 2: Support Services
Strategic Objective2.2: Provide excellent and cost effective advisory and support services
08/09
07/08
Measurable Objective
Performance Indicator
•
Transactions that is Compliant to the banking limits,
which will limit the bank rejections.
To ensure that maximum revenue is collected
•
•
•
Approved Revenue collection Plan
No outstanding deposits in the exception report
Revenue reconciliation including checking of bank
stamped deposit slips
•
Cleared exceptions reports
Proper maintenance of the General Ledger
•
•
•
•
Trial Balance indicating zero suspense account
balances or
Approved Suspense accounts reconciliation with
supporting documentation
Monitoring of journals
Accurate and reliable financial information, that is
supported with supporting documentation for all
annexure and notes in the annual financial
statements.
To maintain complete and reliable payroll and rebates
register
Reliable and accurate Master-payroll
•
Timeous and accurate 3rd party paymentsNil/reconciled balance on control accounts
•
Accurate Payment Schedule
•
Timeous and accurate Exit Benefits payment- Nil
balance on control accounts and
•
Accurate Payment Schedule on exit benefits.
•
Timeous and accurate Claims (S&T, Fuel claims)
•
Ensure reconciliation between financial system BAS
& PERSAL
To ensure adequate management and recovery of Debts
•
•
•
Effective Demand Management
services
Signed and approved Debtors Listing
Establishment of effective process to collect
outstanding debt.
Approved Debt Management and Recovery Plan
10/11
2008/09
Budget
None
None
None
-
1
Zero
48
1
Zero
48
1
Zero
48
-
48
48
48
-
12
12
12
-
12
12
12
12
12
12
12
12
12
12
12
12
12
12
12
24
24
24
12
12
12
-
12
12
12
12
12
12
-
1
1
1
12
12
12
8
12
8
12
8
12
8
-
-
-
Accurate, reliable and timeous financial reporting
(Preparation of AFS)
-
Compliance Reporting
•
Circular 18 to Treasury
Appointment of relevant structures
Cross Functional Teams (7)
Specifications Committee (1)
Developed of departmental Procurement Plan
-
1
1
1
1
Resource analysis conducted on all goods & services acquired
4
4
4
4
Conduct needs analysis
2
2
2
2
10
9
9
9
8
8
8
8
Number of Bid Adjudication meetings held
20
20
20
20
Number of informal Bids/Cross functional meetings held
20
20
20
20
Facilitate Specification design
Effective Acquisition
Management Services
09/10
No of structures appointed
300 330
500,000
No of bids/contracts awarded/adjudicated
359,168
Number of awards/quotes approved
40
Department of Agriculture – Strategic Plan – 2006-09
Strategic function 2: Support Services
Strategic Objective2.2: Provide excellent and cost effective advisory and support services
08/09
07/08
Measurable Objective
Performance Indicator
Number of contracts administered
Execute Vendor Performance
(Contract Management)
Number of signed contracts
i)
Machines
ii)
Tele Phones (Land lines)
iii)
Cell phones
iv)
3G Cards
v)
Buildings
vi)
Vehicles
Number of SLA’s finalized and signed
Availability of Monitoring & Evaluation tool for management
contracts
Availability of Risk Assessment report
Render Fleet Management
Services
Number of FML
vehicles
Number of vehicles planned
No. of subsidized
vehicles
No. of applications received
No. of applications approved
No. of vehicles provided
No. of applications approved
No of vehicles provided
09/10
10/11
2008/09
Budget
2,000,000
4
4
4
4
1
1
1
1
282
282
21,672,037
282
(396)
(396)
(396)
Number of ad-hoc vehicles provided
Number of vehicles involved in accidents
Office Services
0
0
0
0
Number of telephones provided
Number of offices provided
36,822,628
Number of cell phones provided
Number of 3G cards
Accurate Procurement Services
Number of stores managed
7
7
7
7
Number of receipts
1,216,257
Number of issues
Effective Disposal Management
Servicesw
Putting in place a Procurement system
1
1
Appointment of
relevant structures
1
1
1
8
1
2
2
2
12
12
12
12
Disposal Committee
Secretariat
No of obsolete plans formulated
No of Asset Disposal Committee Meetings held
Establishment of
relevant
structures
1
500,000
4,000,000
Management & Assessment
Structures
-
8
8
8
M&E
-
12
12
12
-
12
12
12
No of M& E’s conducted
No. of Asset Management policies developed
1
3
Number of Asset Registers
1
1
1
1
4
4
4
4
2
12
2
12
2
2
12
12
1
1
1
1
Effective Supply Performance
Management
Services/Compliance
No of Risk Management, assessment & ranking conducted.
Fixed Asset Management
1
1,471,918
No. of asset captured and documentation filed
Number of Asset verifications
Number of stock counts
Biological Assets
No. of misallocations corrected through performing BAS/ Asset
register reconciliation
Number of stock counts/Verification
353,706
41
Department of Agriculture – Strategic Plan – 2006-09
Strategic function 2: Support Services
Strategic Objective2.2: Provide excellent and cost effective advisory and support services
08/09
07/08
09/10
10/11
2008/09
Budget
Measurable Objective
Performance Indicator
Number of livestock theft identified and investigated
1
1
1
1
1. Put in place internal control
measures
too ensure efficient financial &
risk
management
% of Audit recommendations implemented
% reduction in audit queries
Approved policies and procedure manuals in place
100%
75%
1
100%
75%
1
100%
85%
1
100%
85%
1
% authorized payments received
100%
100%
100%
100%
% invoices received made within 30 days
100%
100%
100%
100%
Submission of budget cycle plan
1
1
1
1
First draft budget submitted
1
1
1
1
Budget adjustment estimate submitted
1
1
1
1
Final Annual Budget submitted
1
1
1
1
In Year Monitoring reports submitted
12
12
12
12
Expenditure reports prepared
48
48
48
48
Accrual and Commitment report prepared & submitted
12
12
12
12
1
1
1
1
100%
100%
100%
100%
No of Risk management plans
1
1
660,000
No of annual risk assessments performed
1
1
75,000
No. fraud prevention plans
1
1
Number of asset registers
2. Make timeous payment to
suppliers
3. Rendering effective Financial
Planning and Controls
Financial oversight report submitted
% compliance with treasury circular no. 5 of 2004
3) Develop risk Management
system
4) Rendering Pre-Audit services
·% payments certified
2 147 620
2 123 371
75,000
100%
100%
2
2
·Number of asset registers
1
1
Number of stock takings
2
2
100%
100%
100%
100%
100%
100%
100%
100%
·% payments returned
5) Developing Internal Financial
Controls
6) Fleet management
· Number of queries on internal controls
·Number of annual reviewals of the controls
132000
·Number of fleet vehicles
·Number of subsidized vehicles
·Number of private vehicles claiming mileage
7) Assets control
Disposal of Assets
Number of stock counts
1
90000
1
Budget allocated
8) Fiscal control
10) Establish emerging
contractors to provide
mechanization services
% of budget spent
100%
100%
Number of requisitions made (orders)
4400
4400
Number of contractors appointed
Not of contractors assisted with technical support
11) Storage and processing
facilities
42
Department of Agriculture – Strategic Plan – 2006-09
4.5.5
Sub-program 1.5: Communication Services
Purpose: To focus on internal and external communication of the department through written, verbal visual and electronic medias as
well as marketing and advertising of the departmental services.
Strategic function 2: Support Services
Strategic Objective 2.1: Promote a conducive and capacitated organizational environment
Measurable Objective
1) To promote unlimited access
to electronic information
Performance Indicator
Website revised and aligned to EC province standards
2) To build and promote good
corporate image
3) To design and compile
departmental magazine and
publications covering key
departmental programmes and
projects
a) Branding strategy aligned to the provincial level
4) To consolidate events
calendar of the department
covering all
directorates/programmes and
regions updated weekly
5) To review the Communication
& Marketing Strategy of the
department (External & Internal).
6) To promote media and
stakeholder liaison
7) To promote customer
satisfaction
4.5.6
07/08
08/09
09/10
10/11
1
1
1
1
1
1
1
1
40 000
4 000
40 000
12 000
36 000
8 000
20,000
40 000
30 3000
4,000
4,000
6,000
12,000
4000
5 000
8 500
3 000
0
0
5 000
5000
6 000
12 000
0
2008/09
Budget
R 140,000
R 339,000
No. of Copies:
a) Quarterly Masilime Magazine
b) MEC’s Policy Speech
c) Customer service charter
d) Who is who booklet
e) Internal Newsletter
f) Booklets for key departmental programmes i.e. Service
Delivery Booklets produced
a) No. of events held by the Dept and supported by comms
services
b) Number of (Green Revolution) Road shows per annum
R 500,000
-
-
1
R 700,000
-
-
6
a) Final approved communication strategy review is compiled,
fully consulted and implemented
-
-
1
R 50,000
a) Media breakfast/special meetings with editors
b) Adverts placed on both print and sound media
c) Talk shows on both national and community radio stations
organized
d) Media briefing sessions twice per year
a) Complaints handling system revised annually
b) % proportion of complaints registered, resolved within 21
days of receipt
-
-
2
28
20
R 395,000
-
-
2
1
R120,000
Summary of payments and estimates by sub-program for Program 1: Administration
Main
appropriatio
n
R thousand
2004/05
2005/06
206/07
Adjusted
appropriation
Revised
estimate
2007/08
Medium-term estimates
2008/09
2009/10
2010/11
3,362
2,909
3,034
3,500
3,500
3,116
6,970
7,228
7,557
1.2 Top Management
14,283
9,414
7,732
9,558
8,921
8,921
13,801
14,577
15,427
1.3 Corporate Services
190,848
101,210
69,765
66,205
69,913
69,588
98,680
104,707
110,840
1.4. Financial Services
106,494
128,077
147,831
168,143
175,095
174,478
177,884
188,547
199,708
1.1 Office the MEC
1.5 Communication
Total
115
929
2,855
2,716
2,951
2,951
4,011
4,164
4,396
315,102
242,539
231,217
250,122
260,380
259,054
301,346
319,223
337,928
43
Eastern Cape Department of Agriculture – Strategic Plan – 2006-09
4.6
Programme 2: Sustainable Resource Management
To provide Agricultural support service to farmers in order to ensure that there is sustainable management of Agricultural
resources.
4.6.1
4.6.1.1
Situation analysis
Demand for services:
The agricultural infrastructure backlogs in the communal areas in the Eastern side of the Province are a serious
constraint for agricultural development. Programmes such as CASP and EPWP, to assist land-users with infrastructure,
have created a very high demand for engineering services for the planning and design of the infrastructure and soil
conservation works.
4.6.1.2
Appraisal of existing services:
Due to the resignation of a number of experienced engineers and industrial technicians a lack of skills in some of the
engineering fields has developed. Irrespective of this constraint technical support with infrastructure development and
soil conservation works could be rendered. However it has become very difficult to maintain high standards.
4.6.1.3
Key Challenges:
™ Soil degradation that has been brought about by many years of irresponsible land use has to be reversed in order to
allow future generations to derive sustenance from the natural resources.
™ The Department of Agriculture within the limiting resources at its disposal is trying its level best to assist with the
construction of soil conservation works with a view to arresting the rampant soil erosion especially on the eastern
side of the Province.
™ Differences in the salary levels between provinces and other departments and municipalities, where engineering
staff in the same position are on different salary levels, have caused that it has become very difficult to recruit and
retain engineers and industrial technicians.
™
4.6.2
4.6.2.1
Policies, priorities and strategic objectives
Analysis of constraints and measures planned to overcome them
I. Capacity to implement programmes:
The difference in the salary levels between provinces and other departments and municipalities, where engineering staff
in the same position are on different salary levels, makes it difficult to recruit and retain engineers and industrial
technicians. The department had a number of resignations over the past few years. Presently the salary levels of
engineering staff in the Eastern Cape Province are far below some of the other provinces and government departments.
This situation is not conducive to recruit and retained critical engineering staff to implement the CASP, EPWP and other
programmes to ensure that the required infrastructure is provided to ensure growth in agriculture.
Presently there is a process under way through Human Resource Management and work study at a National level to
bring salary levels of all government institutions in line for staff performing the same duties. However it is a cumbersome
and time consuming task. Although some progress has been made it has not alleviate the present challenge to recruit
and to retain critical engineering staff to ensure service delivery. The lack of professionals create a serious risk that the
capacity of the department could be reduced to such an extent that critical programmes such as CASP and LandCare
could not be implemented successfully
II. Insufficient funds:
Unacceptable agricultural practices, such as overgrazing, cultivation of marginal lands on steep slopes, without proper
run-off control measures severe erosion and degradation of agricultural resources will continue. Overgrazing to the
Department of Agriculture – Strategic Plan – 2006-09
extent that the vegetation cover is depleted is making large areas vulnerable to severe soil erosion. The visible dongas
all over the province is the sad result of farmers using agricultural practices which are detrimental to the land. The
construction of soil conservation works, which could protect some of the vulnerable areas, has been suspended due to a
lack of budget.
Due to the high employment rate and severe poverty in the province there is a justified tendency to direct funds towards
development projects. This leaves insufficient funds to promote sustainable resource management.
The risk is that if degradation is not combated the agricultural production potential of the province will be reduced to such
an extent that it could not sustain the livelihoods of those dependent on these resources
Description of planned quality improvement measures
With the additional workload on the technical staff due to the additional responsibilities to implement the CASP programme
it has become increasingly difficult to maintain high engineering standards. A matrix management system will be
introduced to monitor the adherence to norms and standards.
Early planning well in advance of the start of a financial year in which infrastructure must be constructed is essential for the
successful implementation of CASP and other infrastructure assistance programmes.
An extensive awareness campaign, education and empowerment of land-users are essential to address the root causes of
degradation. Such awareness campaigns have been introduced in Sterkspruit and in the Mthatha dam catchment area.
Depending on the availability of fund such campaigns should be extended to all areas in the province.
The establishment, training and empowerment of community-based structures to address overstocking, veld management,
cultivation practices of arable land is a proactive step which could reduce the rate of degradation of agricultural resources
45
Department of Agriculture – Strategic Plan – 2006-09
4.7
Sub-programme 2.1: ENGINEERING SERVICES
To Plan, design and develop agricultural infrastructure mechanization, promote commercial crop production and render
engineering advice to farmers and other institutions.
Strategic Function 3: Providing agricultural infrastructure development and farmer support
Strategic Objective 3.1 : Facilitate equitable access to resources and participation by farmers
2006/087
actual
MEASURABLE OBJECTIVES
PERFORMANCE INDICATORS
Planning, design, preparing tender technical
70
specifications and construction supervision of
No of fencing projects
fencing projects
Planning, design, preparing tender documents
No of dipping facilities (large and small
14
and construction supervision of dipping
stock, as per standard specification)
facilities
Specifying and preparing tender documents of
No of Tractors and implements. (As per
14
Tractors
specific requirements)
Planning, design, preparing tender documents
No of new small Irrigation system –
™ Centre Pivot
19
and construction supervision of Irrigation
™ Sprinkler
system
™ Surface irrigation
Planning, design, preparing tender documents
No of stock water systems (Pump reservoir
22
and construction supervision of stock water
pipe and troughs as per specific design)
systems
Planning, design, preparing tender documents
15
and construction supervision of Shearing
No of Shearing sheds (standard 8m x 17m)
sheds
Planning, design, preparing tender documents
15
and construction supervision of Poultry
No of Poultry structures (standard 1000
structures
broilers)
Planning, design, preparing tender documents
11
and construction supervision of Piggery
No of Piggery structures (Standard 3 sow
structures
unit)
Planning, design, preparing tender documents
2
and construction supervision of Dairy parlours
No of Dairy parlours (as per specific design)
Planning, design, preparing tender documents
No of Nursery and Hydroponics structures
3
and construction supervision of Nursery and
(as per specific design)
Hydroponics structures
Planning, design, preparing tender documents
8
and construction supervision of Handling
No of Handling facilities and sale pens
facilities and sale pens
Planning, design, preparing tender documents
7
and construction supervision of Storage
No of Storage facilities (as per specific
facilities
design)
Planning, design, preparing tender documents
0
and construction supervision of 12 boreholes
No of boreholes
Planning, design, preparing tender documents
0
and construction supervision of ostrich houses
Ostrich houses
Planning, design, preparing tender documents
0
and construction supervision of marketing
Marketing infrastructure(abattoir)
infrastructure
Ncera Macadamia project
Km of pipeline
0
Ha planted
Upgrading of Bilatye irrigation scheme
Additional area under irrigation
Ndonga development
No of Shearing Sheds
Km of Fencing
Provision of Ostrich facilities
Completion certificate for facilities
Construction of Dam in Ecwebe Village
Completion certificate issued for dam
-
2007/08
estimate
2008/09
target
2008/09 Budget
6 000 000
70
178
62
35
11
14
17
30
18
69
7
19
4
15
4
20
2 000 000
2
9
750 000
4
18
800 000
4
16
161 000
1
5
0
13
2 000 000
0
3
1 000 000
1
7
8 00 000
0
0
50
1
15
1
1
7
50
50
1
15
1
1
7 000 000
5 000 000
900 000
1 000 000
15 000 000
300 000
4 800 000
1 600 000
3 800 000
1 000 000
1 000 000
2 500 000
1 000 000
Strategic Objective3.2: Provide equitable access to resources and participation by farmers
MEASURABLE OBJECTIVES
Mechanization advise
Mechanisation Planning
Training facilitated
PERFORMANCE INDICATORS
Number of contractors assisted
Number of Mechanisation plans completed
Number of people trained on mechanization
equipment
2006/087
actual
40
19
65
2007/08
estimate
52
5
235
2008/09
target
46
12
78
2008/09 Budget
250 000
300 000
450 000
46
Department of Agriculture – Strategic Plan – 2006-09
Strategic Objective Facilitate the provision of infrastructure and farmer support services
MEASURABLE OBJECTIVES
Planning and design of soil conservation
works
4.8
PERFORMANCE INDICATORS
Number of soil conservation works
Number of subsurface drainage systems
Number of stock fences
Number of stock watering systems
Number of key soil conservation works
2006/087
actual
10
1
4
2
1
2007/08
estimate
7
4
11
4
2
2008/09
target
8
0
2
1
2
2008/09
Budget
3 300 000
0
100 000
100 000
1 000 000
Sub-programme 2.2: Land Care
To set up Land Care institutional structures in targeted areas of the Province, to promote community based and led
resource management, to protect arable and grazing land against excessive erosion, conserve the environment.
4.8.1
Sub-programme 2.2 Land Care : Measurable objectives and targets
Sub-programme 2.2: Land Care
Strategic Function 3 : Providing agricultural infrastructure development and farmer support
Strategic Objective 3.1: Facilitate equitable access to resources and participation by farmers
MEASURABLE OBJECTIVES
To set up Land Care institutional
structures in targeted areas of the
Province
PERFORMANCE INDICATORS
Number of areas for which Land Care committees or
institutional structures have been established
2006/07
actual
2007/08
estimate
2008/09
target
2008/09
Budget
6
8
9
60 000
Number of active Land Care structures managing natural
resources in a sustainable manner
6
9
12
60 000
Number of awareness campaigns on Land Care .
62
8
9
200 000
Number of schools where Junior Land Care campaigns
were conducted
12
13
13
70 000
Number of training courses on sustainable land use
Strategic Objective: 31.: Facilitate equitable access to resources and participation by farmers
8
14
14
100 000
To protect arable land against excessive
erosion in all Districts
Number of farms for which water run-off plans have been
prepared
2
5
8
R100,000
Number soil conservation works to protect arable lands
constructed
12
8
8
R2 085 000
km contours and storm water drains constructed
10
15,8
15,8
R395,000
km grassed waterways by constructed
0
0
0
-
km concrete waterways by constructed
0
0
0
km of arable land camp fences erected
80
2,15
2,15
2680
2680
3040
To raise Land Care Awareness in all
Districts
Number of EPWP led Land Care jobs created
R53,000
To protect grazing land against excessive
erosion in all Districts.
Number of soil conservation works constructed to protect
Grazing land by March 2009.
15
72
72
900 000
36
3
72
9
72
9
1 400 000
40 000
0
5
5
82 000
Catchments management to reduce
degradation and siltation of dams and
rivers
No of stock fences erected for management purposes.
Number of stock watering systems installed.
Area (ha) of grazing veld from where invader plants have
been eradicated
Number of key soil conservation works constructed to
reduce the degradation of the natural resources and
excessive siltation of dams and rivers.
1
59
59
1 800 000
47
Department of Agriculture – Strategic Plan – 2006-09
4.9
Sub programme 2.3 RESOURCE PLANNING AND COMMUNAL LAND MANAGEMENT
To ensure that IDP’s of municipalities for all agricultural projects are in compliance with the Conservation of agricultural
Resources Act (Act 43 of 1983). Enhance the sustainable utilization of natural agricultural resources.
National Priority : Speed up Land and Agrarian Reform
PGDP Pillar: Agrarian transformation and household food security
Strategic Function 3 : Providing agricultural infrastructure development and farmer support
Strategic Objective 3.2 : Support land redistribution through post farm settlement support
MEASURABLE OBJECTIVES
PERFORMANCE INDICATORS
2006/07
actual
2007/08
estimate
2008/09
target
2008/09
Budget
Conduct land audit in 6 districts
comprising of agricultural state
land, Land Reform farms, POA
farm and communal agricultural
land.
Co- ordination of lease contracts
in state farms
Co- ordinating disposal of state
farms
Setting up of land administration
forums at local and district
municipalities
No of state land farms, commonages, PoA properties and
arable lands identified, verified and recorded
Land audit report subbitted to HOD by March 2009
-
-
100
R 500 ,000
-
-
1
A land audit report submitted to HOD by March 2009
-
-
1
10
R50,000
-
-
20
R70,000
-
-
12
R50,000
Co-coordinating Sub division of
Agricultural Land (Act 70 of
1970)
Coordination of demarcation of
residential and business sites
No of applications received , processed and
recommended for National Department of Agriculture
approval
No of site applications received, processed and recommended
for demarcation
Co-ordination of land disputes
No of lease contracts issued
No of farms disposed
No. of forums established per district
No of projects initiated
-
-
1
R20,000
-
-
30
R30,000
-
-
600
R80 000
No of disputes adjudicated and reported
-
-
10
R20,000
To facilitate determination of
potential for arable land
(communal areas)
Extent of land classified (hectares)
-
-
10000
R 200,000
To facilitate determination of
carrying capacity of grazing land
To facilitate effective veld
management
Development of new land use
plans
Area determined (communities)
-
-
150
R 50,000
No of Veld Assessment
-
-
300
R50 000
600
150
150
R1 050 000
· Number of land use plans (maps)
· No. of ha under cultivation/No. of hectares of virgin soil to be
ploughed
· No. of farms assisted
No of farm plans
· No. of beneficiaries (specify)
10000
578
150
5,720
3000
10000
150
3000
Ensure that all IDP agricultural
projects are socially,
environmentally and
economically sustainable
Zoning of land for agricultural
purposes
Determine the potential of
arable land
Determine the carrying capacity
of grazing land
Number of sustainable agricultural projects
67
300
300
R
1,000,000
Number of land use plans
No. of approvals for new land zoned for agricultural purposes.
Extent of land classified (hectares)
90
150
150
310 000
11,200
10000
10000
500 000
Area determined (communities)
123
150
150
250 000
Effective veld management
No of Veld Assessment
255
600
600
800 000
48
Department of Agriculture – Strategic Plan – 2006-09
4.9.1
Reconciliation of budget with plan
Table B: Summary of payments and estimates: Programme 2: Sustainable Resource Development
Main
Adjusted
appropriatio
appropriation
n
R thousand
2.1 Engineering Services
2.2 Land Care Projects
2.3 Resource Planning & Communal Land
Total payments and estimates: Programme
2004/05
2005/06
2006/07
Revised
estimate
2007/08
Medium-term estimates
2008/09
2009/10
2010/11
30,088
19,896
36,540
59,771
59,362
49,620
63,111
66,448
70,106
2,646
26,081
13,680
21,013
8,330
24,737
7,010
10,467
10,467
7,345
8,227
8,597
27,737
26,449
27,737
29,329
30,890
32,803
58,815
54,589
69,607
94,518
96,278
87,824
99,785
105,565
111,506
49
Department of Agriculture – Strategic Plan – 2006-09
5
Programme 3: Farmer Support and Development
To provide extension and training to farmers with special emphasis to developing or emerging farmers implementation of
land reform programme and Agricultural Rural development projects.
Sub programme 3.1: Farmer Settlement
To provide all the necessary post farmer-settlement technical support to the beneficiaries of the land reform and
Development Programme (LRAD) and provide finance within budget constraint for rural development entrepreneurial
initiatives. Facilitate accessing of funding from MAFISA/ UVIMBA.
Sub programme 3.2: Farmer Support and extension services
To provide and facilitate training, mentorship, co-ordination, research transfer and advice to commercial and emerging
farmers.
Sub programme 3.3: FOOD SECURITY
To co-ordinate and implement various food security projects as highlighted and adopted in the
Integrated Food Security Strategy of South Africa.
5.1
Sub-Programme 3.1: Farmer Settlement : Measurable objectives and targets
National Priority: Implement interim anti-poverty campaign
PGDP Pillar: Agrarian transformation and Household food security
Strategic Function 3: Providing agricultural infrastructure development and farmer support
Strategic Objective 3.3 : Facilitate the provision of infrastructure and farmer support services
MEASURABLE OBJECTIVES
PERFORMANCE INDICATORS
2006/07
target
Provide fencing for grazing and arable lands
No. of fencing projects completed.
91
No of beneficiaries
-
Hectares of Land Involved
-
2007/08
target
2008/09
target
2008/09
Budget
75
109
79 586 339
(incl 45m
ASGISA)
3008
14916.3
Kms of fencing supplied
788
523
Provide dipping facilities
No. of dipping tanks constructed
67
72
1584.1
47
Provide irrigation infrastructure/
No. of irrigation schemes revived
37
42
30
38 334 286
No. of stock dams constructed
and stock water systems provided
No. of tractors provided
9
32
60
9 369 962
25
9
10
1 350 000
Provide shearing sheds
No. of shearing sheds completed
24
13
26
2 880 791
Provide poultry structures
No. of poultry structures
constructed and completed
15
5
15
6 874 693
Provide ostrich structures
No. of ostrich structures
constructed and completed
-
2
2 426 800
2
10
35
1 301 888
3
8
4
11 142 200
7
8
2 241 562
Provide livestock dams/boreholes
Provide tractors
Provide piggery structures
Provide dairy structures
Provide handling facilities
Provide boreholes
Provide hydroponics (tunnels)
No. of piggery structures
constructed and completed
No. of diary structures
constructed and completed
No. of handling facilities
constructed and completed
No. of boreholes constructed and
completed
No. of hydroponics (tunnels)
structures constructed and
completed
5 378 510
1
6
17
6
4 715 409
50
Department of Agriculture – Strategic Plan – 2006-09
Develop integrated plans and facilities for
delivering services in conjunction with
Department of Local Government and
Traditional Affairs
Number of integrated plans
developed
0
17
36
-
Strategic Function 4:Plant and Animal Production Improvements
Strategic Objective 4.7: Accelerated sustainable food production
2006/07
target
45
2007/08
target
120
No of contractors established
25
24
No. of contractors assisted with
technical support
59
48
cotton produced (tons)
3,950
5000
655
7,000,000
Area of cropping (ha) (integrated
crop rotation
canola/soya/maize/sorghum/cot
ton)
Sugar beet production and
processing (ha)
Number of entrepreneurs assisted
1,190
3000
1196
Funded under
Food Security
80
200
200
135
Credit packages available from Uvimba for
180
ease of access by farmers and other
entrepreneurs
Strategic Function 6: Entrepreneurial Development
Strategic Objective 6.1: Introduction of high value livestock with local and export market potential
2007/08
MEASURABLE OBJECTIVES
PERFORMANCE INDICATORS
2006/07
target
target
Development of Citrus Production
Number of citrus production
21
17
entities (farmers) supported to
become commercially sustainable
69
MEASURABLE OBJECTIVES
Ensure input supplies (credit)
Establish emerging contractors to provide
mechanization services
Develop cotton production
Develop Production of Bio-fuel feedstock
Develoment of chicory production by PDI
farmers
Develoment of Pineapple production by PDI
farmers
Develoment of Tomato production by PDI
farmers
Provide sales pens / farm stalls
PERFORMANCE INDICATORS
Local input and output supply
chain established
Number of BEE chicory
production enties supported to
become commercially sustainable
Area of BEE Pineapple
production supported to become
commercially sustainable
Number of BEE tomato
production enties supported to
become commercially sustainable
No. of sales pens / farm stalls
structures constructed and
completed
2008/09
Budget
4 341 141
31
104
2008/09
target
2
2008/09
Budget
Funded under
Foods security
500 000
2
2
1
1
70
1
0
18
0
7
8
200,000
2008/09
target
30
2008/09
Budget
6.4 Empower disadvantaged farmers to participate in Agricultural livestock activities and marketing
2007/08
MEASURABLE OBJECTIVES
PERFORMANCE INDICATORS
2006/07
target
target
Facilitate provision of infrastructure (storage
Number of market facilities
18
24
facilities, marketing facilities, processing
erected (including shearing
equipment etc.)
sheds, sale pens, produce
markets)
Number of processing plants
3
2
established
No. of Community Public Private
Facilitate securing of equity share
Partnerships established
55
124
No of functioning commodity
Establishment of commodity groups
2008/09
target
2
Funded under
food security
4 701 219
4
1
239
groups
Commodities: maize,
vegetables, fruit, poultry,
piggery, wool, beef, dairy,
goats, chicory, pineapple,
cotton, hydroponics, ostrich
51
Department of Agriculture – Strategic Plan – 2006-09
MEASURABLE OBJECTIVES
Develop specific projects which engage
women, youth and people with different
abilities in agricultural projects
PERFORMANCE INDICATORS
Number of youth, women and
disabled participating in the
projects
2006/07
target
326
2007/08
target
1253
2008/09
target
3937
2008/09
Budget
2700 1000
2006/07
target
2007/08
target
10
2008/09
target
17
2008/09
Budget
2006/07
target
-
2007/08
target
9
2008/09
target
0
2008/09
Budget
4.9 Agricultural land use planning to ensure sustainable use of agricultural land
MEASURABLE OBJECTIVES
Support Municipalities with expertise in
conjunction with Department of Local
Government and Traditional Leaders
PERFORMANCE INDICATORS
Number service level agreements
with Municipalities
4.10 To promote and monitor the effective use of agricultural land
MEASURABLE OBJECTIVES
A map indicating available land for agro
forestry
5.2
PERFORMANCE INDICATORS
No of 1:50 000 maps produced
Forestation permits approved
-
-
0
Sub programme 3.2: Farmer Support and extension services Measurable Objectives
Strategic Function 3 : Providing agricultural infrastructure development and farmer support
Strategic Objective 3.3 : Facilitate the provision of infrastructure and farmer support services
2006/07
target
MEASURABLE OBJECTIVES
PERFORMANCE INDICATORS
Establish suitable farmer support institutions,
No. of functional farmer
53
co-operatives and other suitable institutions for associations/self help groups
the support of small farmer units
established
No of members
1325
No of active entities
1321
No of co-operatives formed
243
No of members
1458
No of farmers association
29
registered
Number of functional commodity
groups established
No of co-operatives registered
162
No of Emerging farmers trained
0
No of Commercial farmers trained
0
No. of courses offered / facilitated
No of mentorship programs for
emerging farmers established
No of emerging farmers
supported with advice
No of commercial farmers
supported with advice
No. of contacts sharing research
related information
No. of farmer days held
Extension Recovery Plan (16.8m funded as
part of CASP under Sub-prog 3.1)
Capacitation of extension staff (specialized
training course and tertiary education
bursaries)
Recruitment and compensation of employees
ICT supply for extension staff
2007/08
target
67
8503
2904
71
773
213
2008/09
target
88
2008/09
Budget
R 20 000 000
4502
1000
173
2831
12
113
71
0
0
1147
0
0
0
89
4342
145
1192
70
43368
310
129
1032
Established Farmer Support
Centres
Revive Irrigation Schemes
6
2
3
42
6
No. of trained staff
-
-
260
1 630 000
No of new extension officers
recruited
No of Extension Officers equipped
-
-
30
9 087 000
-
-
220
6 058 000
52
Department of Agriculture – Strategic Plan – 2006-09
4.5 promote livestock production management systems
MEASURABLE OBJECTIVES
PERFORMANCE INDICATORS
Improvement of quality of genetic quality of
wool sheep for wool production
Promotion of animal produce (cashmere, wool,
meat and other dairy products)
2006/07
target
2007/08
target
2008/09
target
Number of Rams
distributed/provided
No of cashmere projects
3200
3200
1509
3
45
79
Kg of cashmere produced
68
200
472.75
No. of wool groups formed
13
435
197
No. of members
396
7167
10680
No. of wool and mutton projects
34
383
441
No. of members
Bales of wool produced
No. of rams introduced/distributed
Promotion of beef mutton and goat meat
2008/09
Budget
5 000 000
R 8 131 000
352
420
3200
1094
1524
8342
1650
No. of ostrich projects
6
16
1
No. of dairy projects
2
89
18
No. of cows
Litres of milk produced
No of beef projects
No of animals sold
No of bulls introduced
Tons of beef produced
0
0
3
22
925
1714500
295
2880
0
1210
2386
2919725
75
1093
196
132500
No of mutton projects
10
35
37
No of sheep sold
0
5150
17118
Tons mutton produced
0
156
395563.3
No of goat projects
1
31
54
No of goats sold
0
1430
2116
53
Department of Agriculture – Strategic Plan – 2006-09
5.3
Sub programme 3.3: FOOD SECURITY: Measurable objectives
National Priority : Implement interim anti-poverty campaign
PGDP Pillar: Agrarian transformation and Household food security
Strategic Function 4: Vet services, Plant and Animal production improvements
Strategic Objective 4.6 : Facilitate sustainable household food production
Strategic Objective 4.7 : Accelerated sustainable food production
Measurable Objective
Performance Indicators
Implement Siyazondla
2007/08
estimate
2006/07
actual
2008/09
target
2008/09
Budget
38 833 500
No of productive homestead
gardens established
No. of participants in
community garden scheme
No. of ha covered
Amount invested
No. of jobs created
14563
18120
147601
52722
4751.416
12,568,000
2865
3260.2
290478000
8168
2006/07
actual
15500
2007/08
estimate
13184
2008/09
target
13133
8233
985
18742
Strategic Function4: Vet services, plant and animal production improvements
Strategic Objective4.7: Accelerated sustainable food production
Measurable Objective
Performance Indicators
Implement Siyakhula
Implement Massive food production
No. of ha covered
No. of beneficiaries
No. of jobs created
Average yield/enterprise –
Maize ( tons per hector )
No. of citrus projects
21
4
0
No. of deciduous fruit project
4
3
3
No. of chicory projects
No. of mohair projects
2
2
1
1
2
3887
4
0
4
646
4232
3393
5728
2673
8.4
8580
11.8
2231
122
564
39
69
11
23082
8724
973
196
1908
138180
10408
3655
5360
1139
2653
41863
2941
46714
650745
1301
4316
5776
29000
5346
139
No. of beneficiaries
Average yield/enterprise –
Maize (tons per hectare)
No. of jobs created
No. of ha covered
Support food production through research
Provide advice on crop and animals to farmers
Homestead Food Production
No. of beneficiaries
Average yield/enterprise
(specify)
No. of emerging farmers
participating
No. of research trials
conducted
No. of on-farm trials
implemented
No. of pamphlets distributed
No. of meetings held
No. of extension activities
No. of demonstrations plots
No. of talks presented
No. of attendees
Increase in no. of productive
homestead gardens
No. of participants in the
scheme
No. of livestock units
No. of poultry units
No. of participants who
received starter packs
distributed
No of productive community
gardens in urban
3.5
5346
49
88
40,000,000.00
237
20
38
432
54
Department of Agriculture – Strategic Plan – 2006-09
Community gardens in urban areas
Motherwell Hydroponics
Port St Johns Dairy
Xhonxa Dam Crop production
Siyazondla Agripacks
Ecwebhe Dam production
North Pondoland sugar
Deciduous food development
Demonstration / training in conversation
agriculture
Kentane Green Revolution
Nkantolo Sustainable Village
Community Agricultural food production:
Khangela
High Value Crops
Integrated Cropping
Livestock development
5.3.1
848
4159
5500
0
4921
33
243
-
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1 000 000
500 000
500 000
2 000 000
1 000 000
1 000 000
1 000 000
1 500 000
-
3
20
1
15
2,000,000.00
5
3
5
0
-
0
0
0
750
738 500
-
50
0
1,000,000.00
-
90
915
-
90
200
3
2
1
2
1 000 000
1 000 000
1 000 000
-
66
1
600
-
3
1
71
2000
1 000 000
1 000 000
3 600 000
400 000
Sugar beet project
-
-
1
10 000 000
Promotion of Branding
-
-
6
4 000 000
No of participants in the
community gardens scheme
No of livestock units
established
No. of participants who
received starter packs
distributed
Social Institution
Project for Production
infrastructure (Fences) Km
Traditional Food Production
systems - No of demos
Adoption of new technologies
No of demos
Number of micro-processing
facilities established
Number of participants at the
World Food Day celebration
Citrus Production - Hector
Vegetable Production Hectare
Citrus Production - Hectare
Chicory - Ha
Deciduous Fruits – No. of
facilities
Pineapple - Ha
Mthatha airport hydroponics
No of Hector
Cotton produced
1120
1,000,000.00
-
1,000,000.00
-
Summary of payments and estimates by Program 3: Farmer Support and Development
Table C: Summary of payments and estimates: Programme 3: Farmer Support and develoment
Main
Adjusted
appropriation appropriation
R thousand
3.1 Farmer Settlement
3.2 Farmer Support Services
3.3 Food Security
Total payments and estimates: Programme
2004/05
2005/06
2006/07
Revised
estimate
2007/08
Medium-term estimates
2008/09
2009/10
2010/11
56,878
104,607
118,923
126,169
184,985
181,835
191,954
202,847
302,376
122,293
127,029
147,994
184,708
180,375
184,531
203,389
210,537
232,862
114,300
91,483
98,481
101,144
100,300
100,300
119,570
124,963
130,695
293,471
323,119
365,398
412,021
465,660
466,666
514,913
538,347
665,933
55
Eastern Cape Department of Agriculture – Strategic Plan – 2006-09
6
Programme 4: Veterinary Services
To provide Veterinary Services to clients in order to ensure healthy animals and welfare of people
of South Africa.
Sub programme 4.1: Animal Health
To facilitate and provide Animal Disease control services in order to protect the animal
population against highly infectious and economic diseases, through the implementation of the
Animal Disease Act (Act 35 of 1984) or Animal Health Act (Act 7 of 2002) and Primary Animal
Health Care programme/projects.
Sub programme 4.2: Export Control
To provide control measures including Health Certification, in order to facilitate the importation
and exportation of animals and animal products; and To implement Risk Assessment measures
in order to assess the impact of various Animal Disease outbreaks and the risk of importing or
exporting animals or animal products from/to other countries.
Sub programme 4.3: Veterinary Public Health
To coordinate and implement various Food Safety projects including the implementation of Meat
Safety Act (Act 40 of 2000) and prevention of Zoonotic or food borne diseases.
Sub programme 4.4: Veterinary Laboratory Services
To provide support services to Veterinary personnel, medical practitioners and farmers with
regard to Diagnostic service and Epidemological investigations of Animal Disease outbreaks.
6.1
Situation analysis
Veterinary Services Data
No of veterinarians in
state service
Livestock census
Type of service
29
Cattle
2.6m
Sheep
8.5m
Goats
2.4m
•
Animal vaccinations
•
Sheep scab treatment
•
Export certification
•
Meat Safety projects
•
TB/CA testing
•
Animal diseases diagnostics
•
Animal Disease Surveillance
•
Cattle dipping
•
Primary Animal Health Care
•
Veterinary Extension services
Horses
105,200
Ostrich
70,000
Dogs
450,000
The Eastern Cape is a pastoral province and has the largest concentration of livestock in South Africa. The majority of the
livestock is in the hands of the communal farmers, who, for historical reasons, have limited access to production resources.
Department of Agriculture – Strategic Plan – 2006-09
The contribution of this sector to the provincial economy in negligible. The potential within this sector, however, remains
untapped.
The province has a very significant component of the agricultural commercial sector which is responsible for virtually all the
agricultural produce. The department strives to create bridges between these two economies
The resource-poor communal farmers are assisted with various veterinary services for which the demand is ever
increasing. Cattle are dipped, sheep are treated for sheep scab and cattle are vaccinated against Anthrax. All these are
done at state cost so as to enable the department unlimited access to the livestock of the province.
This access allows us an opportunity to do inspections that ensure early detection of the disease situations at any given
moment. If this access were to be denied, then the province runs the risk of introducing animal diseases that will be too
costly to eradicate.
The commercial sector is being assisted in various ways too. The ostrich and game meat export establishments, within the
province, are all manned by official veterinarians. This has ensured compliance with the requirements of the importing
countries and as a result, gave a competitive advantage to the provincial farmers. The recent outbreak of Avian Influenza
has resulted in massive compensation (R35m) to the ostrich farmers whose birds were culled during the disease control
measures.
More support to the disadvantaged communities must still be given to ensure that they are not unduly exposed to unsafe
meat. The department is grappling with the challenge of expanding access to veterinary public health to reach the
communal areas and the peri-urban areas so that our people are not unduly exposed to preventable food hazards of
animal origin. This challenge is compounded by the shortage of state veterinarians.
The even distribution of veterinary laboratories has enabled all our livestock farmers to have equal access to this service.
The challenge however, remains i.e. to attract suitable professionals to service some of our most remote areas.
6.2
Policies, priorities and strategic objectives
Attract more personnel to the province and in particular veterinarians as well as other categories such as veterinary
technologists. Capacitation of Technical personnel in particular for more effective utilization by making access to more
appropriate in service programmes and transportation
To improve and maintain the disease surveillance and response capacity of the Province, so as to prevent and control
disease outbreaks. Emphasis must be in a drive to populate our Animal Diseases Surveillance Unit with the right expertise
as well as a process of integrating the activities of the various units in the Directorate to work in unison.
To continue with effective disease prevention campaigns such as dipping and animal vaccination (Primary Animal Health
Care)
6.3
Analysis of constraints and measures planned to overcome them
To attract and retain veterinarians and other scarce and critical skills remains a challenge. This is compounded by the
remote nature of our province. The Department of Public Service and Administration is championing a retention strategy for
all the scarce skills. Central to resolution of this matter is the improvement of the salary package of these professional.
The condition of dipping tanks and races in the province is poor and has hindered the effectiveness of disease control. An
inventory of the repairs needed is being compiled and the funds must be sourced.
6.4
Description of planned quality improvement measures
Critical posts are being targeted for filling; and the incumbent professionals are being fast-tracked through the career path
so as to retain them in their essential service. The technical support to the State veterinarians is being augmented by the
appointments of Control Animal Health Technicians at each State Vet Office. This would enhance the coordination of
veterinary activities in the Sate Veterinary Areas
The appointment of community animal health workers has been approved and this will allow for more effective
management of the dipping function and other animal disease control activities. The guideline is to appoint 1 community
57
Department of Agriculture – Strategic Plan – 2006-09
animal health worker for 3 tanks. Generic and Subject specific In Service training programmes specially tailored four
technical staff at all levels.
Exploit the opportunities provided through the Twinning Programmes with the Department of agriculture in Lower Saxony.
Special emphasis to be put on the four pronged proposal which was worked out in conjunction with the Veterinary
University of Hannover (TiHo) namely:
i.
ii.
iii.
iv.
Undergraduate Veterinary studies
Post graduate veterinary studies (Masters , Doctorate levels)
Experiential training at any of the Institutes in the University
Seconding of professional and technical staff for short term stints in the Province
The strengthening of the Diagnostic capacity of the Province by revamping the Laboratories with the assistance of
expertise from the Veterinary University of Hannover
6.4.1
Sub-programme 4.0: Measurable objectives and targets
National Priority : Improve livestock output and quality
Implement interim anti-poverty campaign
Strategic Function 4 : Vet services, Plant and Animal Production Improvements
Strategic Objective 4.2 : Facilitate Export of Animals and Animal products
MEASURABLE OBJECTIVES
Vaccinate and treat animals against
diseases of economic importance
PERFORMANCE INDICATORS
No. of animals vaccinated against
Anthrax
No. of animals vaccinated against Black
Quarter
No. of poultry vaccinated against New
Castle Disease
No. of cattle vaccinated against CA
No. of animals vaccinated against Horse
Sickness
No. of animals vaccinated against Other
Diseases (Specify)
No. of cattle dipped for external
parasites control
No. of Sheep treated for sheep scab
2006/07
actual
1 237 089
2007/08
estimate
160000
2008/09
target
1796144
2008/09Budget
1600000
1600000
1806944
60000
60000
621846
9 000
4073
6000
43479
11455
110 000
360 000
011 228
(dipped)
43760
(Brucellosis
600000
67850
1800000
4878953
5 000 000
4 374 076
4300000
3929869
9 000 000
2006/07
actual
77615
200000
0
2007/08
estimate
200000
200000
0
2008/09
target
344007
278401
0
2008/09Budget
275231
33104
288
332300
36000
288
225248
33331
543
10000
3100
4000000
10000
500
4000000
10340
14694
527158
2 640 000
Strategic Objective: 4.2: Protect humans from zoonotic diseases
MEASURABLE OBJECTIVES
Test cattle against TB & CA and slaughter
positives
Vaccinate animals against Rabies
Arrange field clinics at identified sites
PERFORMANCE INDICATORS
No. of animals tested for TB
No. of animals tested for Ca
Number of animals vaccinated against
rabies
No of dog vaccinated for rabies
No of cats/pets vaccinated for rabies
No. of animal clinics organized
No. of primary animal health care
(PAHC) clinics held
No. of animals treated
No. of animals assisted
No. of animals dewormed
600 000
22 000
18 00000
1,562,000.00
2 500 000
200,000.00
58
Department of Agriculture – Strategic Plan – 2006-09
6.4.2
Sub-program 4.2: Export Control
Departmental strategic Function :
Veterinary Services
Departmental strategic objective:
Facilitate exports of animals and products
Measurable Objective
Performance Indicator
No. of VPN & directives available at each
abattoir
No. of consultation sessions with National /
province
Maintain international standards of
export certification
No. of establishment audits
06/07
07/08
08/09
16
18
22
2
2
3
2
No. of teams registered
No. of culling operations inspected
Field monitoring of game culling for
exports
No. of carcases inspected
2008/09
Budget
40 000
4
10
850
No. of carcases condemned
700
10 000
AR
A- Export Abattoirs: Game and Ostrich
Monitoring of game consignments
received
Implementation of progressive Law
enforcement procedures with regards to
non-compliance
Compliance with Animal Welfare
Conduct pre-slaughter (Ante mortem)
inspections in Ostriches
No of consignments received
250
No of consignment documents verified
250
200
200
No of carcases inspected
32000
7000
No Of carcasses condemned
0
AR
No of non compliance report cards issued
0
No of notices served
0
No of instructions served
0
No of legal actions taken
0
No of consignments recalled
0
No of trucks inspected on arrival
400
No of movement certificates issued
220
No of export certificates issued
220
No of consignments checked
220
No of documents verified (each consignment)
No of antemortem inspections (each
consignment)
220
No of emergency slaughter (injured animals)
40
20 000
20 000
220
Conduct Post mortem inspections
No of post mortems done
Monitoring slaughter processes (All
Species)
Post Mortem meat inspections
Monitor disposal of condemned and
inedible by-products
Monitoring of HACCP programmes
50
No of slaughter processes monitored
20
220
No of plucking / tick presence monitored
2000
No of flaying (skinning) monitored
2000
220
220
No of eviscerations monitored
2000
220
No of primary meat inspections monitored
2000
220
No of secondary meat inspections done
2000
220
No of carcasses condemned
0
AR
No of disposals monitored
250
220
No of microbiological samples
1550
500
No of contact surface plates
1080
200
CARCASE QUALITY
15 000
No. Carcase pH readings
350
150
Carcase contamination checks
750
220
70
2
Measle control
Trichnella testing
WATER QUALITY
59
Department of Agriculture – Strategic Plan – 2006-09
Departmental strategic Function :
Veterinary Services
Departmental strategic objective:
Facilitate exports of animals and products
Measurable Objective
Performance Indicator
07/08
08/09
450
100
Daily chlorine checks
1260
500
Storage tank checks (monthly)
36
24
Storage tank cleaning (annually)
1
2
No of carcasses checked before dispatch
4000
1600
No of sterilizers checked
6744
1600
No of refrigerated vehicles checked
580
150
200
96
06/07
No micribiological samples
No of physio-chemical samples
2008/09
Budget
2
THERMO CONTROL
No of chillers/freezer rooms temperatures
(checked)
220
PEST CONTROL
No of internal pests stations checks
No of external pests stations checks
20
24
PRE-OPERATIVE CHECKS FOR SLAUGHTER AND DE-BONING PROCESSES
No of pre-operative checks done
620
220
450
510
220
220
VAPOUR CONTROL
No of vapour control checks done
Sanitation checks intervals
ADMINISTRATION
50 000
Register verification
Residue monitoring programme
Export Cutting Plants
Monitoring of HACCP programmes
96
Slaughter statistics(monthly)
16
Slaughter statistics (quarterly)
4
24
8
Slaughter statistics (annually)
1
2
Analysis of bacteriological results
48
60
Traceability checks
HEALTH CHECKS OF ABATTOIR
PERSONNEL
70
24
Annual checks
1
2
Daily checks
600
220
No of residue samples taken
450
07/08
300
08/09
MEAT QUALITY
No of microbiological samples
60
No of contact surface plates
32
No. of consignments recalled
150
Carcase contamination checks
32
Meat contamination checks
32
Measle control
0
10 000
WATER QUALITY
No micribiological samples
2008/09
Budget
20
No of physio-chemical samples
1
Daily chlorine checks
60
Storage tank checks (monthly)
12
Storage tank cleaning (annually)
1
THERMO CONTROL
No of chillers/freezer rooms temperatures
80
60
Department of Agriculture – Strategic Plan – 2006-09
Departmental strategic Function :
Veterinary Services
Departmental strategic objective:
Facilitate exports of animals and products
Measurable Objective
Performance Indicator
(checked)
06/07
07/08
08/09
No of sterilizers checked
100
No of refrigerated vehicles checked
100
2008/09
Budget
PEST CONTROL
No of internal pests stations checks
60
No of external pests stations checks
PRE-OPERATIVE CHECKS FOR SLAUGHTER AND DE-BONING PROCESSES
12
No of pre-operative checks done
100
VAPOUR CONTROL
No of vapour control checks done
100
SANITATION CHECKS INTERVALS
100
ADMINISTRATION
Register verification
12
Movement certificartes
50
1000
150
15 000
Export certificates
Residue monitoring programme
Nat Priority
Strategic Function
Slaughter statistics(monthly)
12
Slaughter statistics (annually)
1
12
1
Analysis of bacteriological results
Traceability checks
Shelf life checks
12
4
28
Health checks of abattoir personnel
12
Annual checks
1
Daily checks
100
2000
3000
No of residue samples taken
Implement interim anti-poverty campaigne
Speed-up land and agrarian reform
Self-employment interventions in the 2nd Economy
Veterinary services
Strategic Objective
Promote animal health care
Ensure veterinary disaster preparedness
Measurable Objective
Performance Indicator
06/07
07/08
08/09
2008/09
Budget
25
15
2008/09
Budget
Sub-Programme 4.2 (B)
ANIMAL DISEASES SURVEILLANCE UNIT (ADSU)
Establish & maintain an early
Diseases outbreak warning system
to facilitate prompt implementation
control measures
No of contingency plans developed/adapted
Facilitation of disaster outbreak mitigation
models
No. of consultations with stakeholders
70
75
No. of regional sessions facilitated
6
10
No. of regional visits
45
35
No. of stakeholder consultations
40
45
No, corrective interventions implemented
As
required
As
required
200,000
Analyze /Identify Risk areas
Facilitate and maintain a disease
100,000
Facilitate mapping of tanks, farms, risk areas
, outbreaks
No verified mapping
150
100
No. disease bulletins prepared
35
32
100,000
Monitor Emergency preparedness and
61
Department of Agriculture – Strategic Plan – 2006-09
Departmental strategic Function :
Veterinary Services
Departmental strategic objective:
Facilitate exports of animals and products
Measurable Objective
outbreak rapid response
Performance Indicator
response
06/07
No. Liaisons with stakeholders
No. of responses from stakeholders
No of inspections conducted to monitor
compliance
07/08
08/09
40
35
30
30
30
20
2008/09
Budget
Maintain key node co-ordination centers
No. of functional centres in the regions
12
14
24
30
3
4
18
16
25
16
07/08
08/09
OIE Reports
12
14
TB Reports
12
12
CA Reports
12
12
Animal Census
1
1
Farmers association
15
15
Dipping Tanks
4
4
No. of contacts / meetings
Assist in establishing and maintenance of
emergency stores and equipment
50 000
Mainanance of the main store
No. of stores established
No of inspections (Qualitative & Quantitative)
carried out
600,000
Maintain a disaster information Chain
No, of evaluations of reports
Strategic Objective 4.6 Collect and collate animal diseases, and related data
Measurable Objective
Maintain an International standard of
Diseases surveillance and reporting
Performance Indicator
No & type of Databases established
2008/09
Budget
06/07
Abattoirs
4
4
Lab reports
4
4
Processing plants
4
2
No. of databases
18
22
No. of verifications
140
150
No. of data interfaces established/maintained
6
7
35
40
No of documents catalogued
45
40
No. of reports archived
4
4
No. requests processed
70
80
No of reports submitted
12
12
800,000
250,000
Establish/ coordinate a Veterinary Library
No of resources catalogued
Veterinary outreach programmes
(formally Veterinary extension)
Outreach programmes
50
350 000
62
Department of Agriculture – Strategic Plan – 2006-09
6.4.3
Sub-programme: 4.3 Veterinary Public Health
Strategic Function 4 : Vet services, Plant and Animal Production Improvements
Strategic Objective 4.3: Provide veterinary laboratory services
2006/07
MEASURABLE OBJECTIVES
Assisting abattoirs to comply with the Meat
Safety Act
Facilitate sampling for monitoring of norms &
standards
PERFORMANCE INDICATORS
No. of registered abattoirs assisted
•
Red meat (85)
•
Poultry (32)
•
Game (3)
No. of BSE samples
actual
2007/08
estimate
90
Facilitate upgrading of abattoirs
2008/09
Budget
405183
720
50,000
710
702
50,000
702
100
260
45 000
114
117
45 000
No. of residue samples
Registration and renewals of abattoirs
2008/09
target
120
No. of meat samples taken for microbiological analysis
No. of water samples taken for chemical
analysis
No. of water samples taken for microbiological analysis
No. of surface swabs taken for microbiological analysis
No. of registration certificates issued for
new abattoirs
No. of renewals for existing abattoirs
No. of site visits
240
300
488
45 000
4
AR
98
111
AR
42917
2007/08
estimate
2008/09
target
2008/09
Budget
60
152
50 000
600
240
1032
180
150 000
50 000
As per
submission
As per
submission
As per
submission
As per
submission
60
A\R*
A\R*
A\R*
24
as per
submission
218
A\R*
A\R*
A\R*
77
as per
submission
67
Strategic Objective 4.8 Maintain and control meat safety
2006/07
MEASURABLE OBJECTIVES
PERFORMANCE INDICATORS
Veterinary Public Health training to abattoir
staff
Audit abattoir Hygiene
No. of informal training sessions
conducted on site
No. of abattoir hygiene audits conducted
No. of Hygiene Analysis System (HAS)
performed (at high and low throughput)
No. of plans evaluated
Structural planning
No. of plans approved
Investigate illegal slaughter
Facilitate and encourage the establishment of
new abattoirs in disadvantaged areas
Public Health Awareness Campaigns
Participate integrated development planning of
Local Municipalities
No. of investigations
No. of prosecutions
No. of warning letters issued
No. of instructions issued
No. of consultation sessions/meetings
No. of site visits/meetings
actual
No. of public Health Awareness
campaigns conducted
No. of information pamphlets distributed
No of municipalities involved in
integrated planning
No of meetings attended
No of projects implemented
507
24
39
as per
submission
A\R*
156
127 000
160 000
179 800
16 410
5 000
A\R*
*Reactive objectives
63
Department of Agriculture – Strategic Plan – 2006-09
6.4.4
Sub-programme 4.4: Veterinary Laboratory Service
Strategic Objective 4. 1: Promote veterinary public health
06/07
Measurable Objective
Conduct surveys to determine absence
or presence and extent of animal
diseases
Pigs tested for Classical swine fever
Poultry and Ostriches tested for Avian
influenza (AI)
Performance Indicator
No. of disease surveys
conducted to determine extent
of existing diseases
No of samples collected and
tested
No. of pigs tested to determine
disease presence
No. of pigs positive for Swine
Fever
No.of positive Pigs culled
No. of Animals tested to
determine disease presence
No. of Animals positive positive
for AI
No. AI positive Ostriches culled
07/08
08/09
3
2
10 000
AR
15300
No. of cattle tested
5000
As per
results
AR
800
400
400
300
360
Sheep tested for Johnes Disease
No. of sheep tested for disease
presence
No. 0f positive cases
200
As per
result
220
Horses tested for Dourine
No. of horses tested to
determine disease presence
No. of Dourine positive
400
400
3000
350
Providing analytical service for milk
production from commercial and
emerging dairy farms and; subsistence
farmers
Providing analytical service for animal
fertility testing
Produce:
2000
APR
No. of animals tested to
determine disease presence
No. of NCD positive animals
No. of horses tested for disease
presence
Strategic Function 4: Vet services, Plant and Animal Production Improvements
Strategic Objective 4.1: Promote Veterinary Public Health
06/07
Measurable Objective
Performance Indicator
Provide analysis for local and export in: No. of water samples analyzed
for quality purposes
No of Abattoir Hygiene samples
•
Game products, ostrich products
analyzed
and meat sample
No of Abattoir by-products total
•
Samples for water quality
plate counts
•
Swab samples for determining
No of Residue tests
hygiene status
5000
AR
No of BSE positive cattle
Test for African Horse sickness (AHS)
12000
1000
As per
results
AR
No. of AI positive poultry culled
Cattle to be tested for Bovine
Spongiform Encephalopathy (BSE)
(Mad Cow disease)
Poultry and Ostriches tested for
Newcastle Disease (NCD)
2008/09
Budget
2000
2000
APR
07/08
08/09
410
420
160
170
350
360
290
300
No of Export abattoir hygiene
samples analyzed
No of Export abattoir product
samples analyzed
No of Somatic cell counts
160
170
470
480
1
1
No of Milk quality tests
12
14
R1000
No of Sheath wash tests for
Bulls
No. of Semen smears from
Sheep examined for
abnormalities
No. of quality tests on Sheep
Semen
Quantity of reagents produced
(litres)
1320
1330
R25380
1520
1530
4460
4470
310
320
2008/09
Budget
7000
80000
20000
40000
70000
90000
R205800
64
Department of Agriculture – Strategic Plan – 2006-09
•
•
analytical reagents for tests
conducted in the laboratory
autogenous wart vaccines for all
animals and ORF vaccines for
sheep
Conduct diagnosis of animal diseases
using Serological tests
Conduct diagnosis of animal diseases
using Bacteriological tests
Conduct pathological examination on
dead animals
Conduct diagnosis of animal diseases
using Haematological
tests
Conduct diagnosis of animal diseases
using Biochemical tests
Quantity of media produced
(litres)
No of Doses of autogenous
vaccine produced
380
390
12500
13000
No. of Complement Fixation
tests (CFT) for Contagious
abortion and Dourine
No. of Milk Ring Tests (MRT) for
Contageous Abortion
No. of Rose Bengal Tests (RBT)
for Contagious Abortion
No. of Serum Agglutination test
(SAT) for Contagious Abortion
No. of cultures made for
bacterial isolation
No. of bacterial plate counts
done
No. of antibiograms to test
bacterial antibiotic sensitivity
No. of smears examined for
haemoparasites and other
pathogens
No. of tests for bacterial causes
of mastitis
No. of tests for hatcheries
17500
17800
105000
5100
5200
90000
31000
32000
80000
720
730
20000
4400
4500
260
270
900
1000
920
930
No. of tests for bacterial causes
of fertility problems
No. of post mortem
examinations performed
No. of Histopathology sections
produced
No. of Packed Cell Volume
(PCV) tests performed to
evaluate anaemia
No of Full Blood counts
performed
No of Total protein tests
70000
25000
950
1000
1
1
1420
1460
570
580
35
40
60
2
2
2
2
2
1
1
70000
82000
10000
Other tests (Specify)
Conduct diagnosis of animal diseases
using Toxicological tests
No of plant identifications
Conduct diagnosis of animal diseases
using Parasitological tests
No. of parasite egg counts to
determine worm infestations
No. of Fecal Egg Count
Reduction Test (FECRT)
experiments
No of Helminth identifications
6100
3400
2
2
20
30
No of external parasite
identifications
10
16
6.4.5
330000
Other (Specify)
Summary of payments and estimates by sub-program for Program 4: Veterinary Services
Table 2.13: Summary of payments and estimates: Programme 4: Veterinary Services
Main
Adjusted
appropriation appropriation
R thousand
2004/05
2005/06
2006/07
Revised
estimate
2007/08
Medium-term estimates
2008/09
2009/10
2010/11
4.1 Animal Health
4.2 : Export Control / Disease Surveil
4.3: Veterinary Public Health
4.4 :Veterinary Lab Services
72,928
75,705
100,463
97,911
100,306
101,228
98,898
106,233
112,815
2,506
3,715
6,954
7,300
7,300
6,685
6,524
6,945
7,344
5,008
3,328
4,037
4,696
5,318
4,696
4,876
5,125
5,379
7,672
5,815
6,465
7,240
7,146
6,790
7,112
7,612
8,035
Total payments and estimates: Programme 4
88,114
88,563
117,919
117,147
120,070
119,399
117,410
125,915
133,573
65
Department of Agriculture – Strategic Plan – 2006-09
7
Programme 5: Technology Research and Development Services
To render Agricultural research service and development of information systems with regard to crop production technology,
pastures and animal production technology and resource utilisation technology assisted by GIS data.
Sub programme 5.1 : Research
To Research, facilitate, conduct and co-ordinate the identification and implementation of Agricultural Research needs.
Sub programme 5.2: Information Service
To co-ordinate the development and dissemination of information to clients including
the development and utilisation of various Information Systems.
Sub programme 5.3 : Infrastructure Support Service
To provide and maintain infrastructure facilities for the line function to perform their research and
experiment farms.
other functions, i.e.
Situation Analysis:
Mandated to conduct research and develop appropriate technology on Agriculture enterprises to improve economic
returns through areas of:
Animal production research
The highest concentration of livestock in South Africa is in the Eastern Cape, in the hands of both commercial and
communal farmers. It is essential to develop appropriate livestock production technology to efficiently utilise our resources
which will contribute towards food security, economic activity and sustainable resource utilization and improve the
economic returns from livestock.
Pasture production research
The major challenges facing livestock farmers such as bush encroachment, loss of veld vigour, over wintering of livestock,
erosion and invasion of grazing by noxious weeds are addressed through research on the development of production
norms and grazing systems that will contribute to increased production from ruminants on a sustainable basis.
Field crops production research
The demand for food and fibre crops in the Eastern Cape Province exceeds the supply from local farmers. Therefore,
research on tillage and cropping systems, cultivar evaluation of high value crops and cereals at different ecological zones,
soil management and nutrient cycling for the benefit of small holder and commercial farmers is conducted. Databases are
also developed on plant disease and weeds of economical importance as well as their economical and sustainable
control strategies.
Horticulture production research
The Eastern Cape Province has small holder and commercial farmers who are growing fruit and vegetables for commercial
and household purposes. Farmers find it difficult to keep pace with new technology, hence research is focusing on the
development of various production systems in the horticultural field. These research fields are assisted by the following
services:
Technology transfer
Library services
Resource identification, data manipulation and application through GIS.
66
Department of Agriculture – Strategic Plan – 2006-09
Analytical services
Infrastructure support services
Security services
International and national collaboration with similar research bodies.
7.1
Policies, Priorities and Strategic Objectives.
The Directorate is governed by all the Policies that are applicable and regulating the department.
Priorities: The Directorate is responsible for agriculture research in crops, pasture and animal sciences hence technology
development is prioritized.
Strategic Focus: Sustainable use of the natural resources and economic development are key areas in all the norms and
standards being developed, alternatively, technology that is developed in the research component. The Directorate is
operating within the Departmental set strategic objectives outlined below.
7.2
Analysis of Constraints:
The directorate is facing the following constraints:
-flight of researchers: the directorate continues loosing skilled researchers who are easily attracted by better
paying similar jobs either in other provincial departments of agriculture or the National Department of Agriculture.
The department is working on the retention strategy of skilled and scarce skills with the hope of addressing this
concern.
-expansion of the responsibilities: the directorate has identified preserving the genetic material of the indigenous goats,
maize landraces hence the development of a new satellite is critical. Funding is critically needed to allow the assurance in
the preservations of these genes.
7.3
Quality Improvement measures:
The directorate is bound by the nature of its profession to adhere to International Convention methods of conducting its
business as there are no borders in the transfer and development of technology and science in general.
The directorate is operating within set norms and standards in order to comply with National and International
requirements. Quality assurance is maintained by affiliation of the professionals to accredited bodies. Collaboration with
National and International bodies assures the quality work being produced.
67
Department of Agriculture – Strategic Plan – 2006-09
7.3.1
Programme 5: Technology Research and Development Services Measurable objectives and targets
Sub-programme 5.1: Research
Strategic Function 5 :Technology Development and Research
Strategic Objective 5.1 : Accelerated sustainable food Production Service
MEASURABLE OBJECTIVES
Research on homestead food production
Research evaluation and adaptation of new and
available technology
PERFORMANCE INDICATORS
No of proposals
No of on-going trials conducted
No of papers published in Scientific journals
No of papers published in popular magazines
No of seminar papers presented
No of posters presented
No of research projects which relates to crops
No of farm systems research/extension
(Demonstrations)
2006/07
actual
2
7
2
4
3
2
2007/08
estimate
2
7
2
4
3
2
2008/09
target
2
7
2
4
3
2
4
4
4
2006/07
target
28
72
0
18
45
2007/08
target
2
13
2
3
2
2008/09
target
2
13
2
3
2
2008/09
Budget
2006/07
actual
6
13
0
0
4
2007/08
estimate
1
7
1
2
2
2008/09
target
1
7
1
2
2
2008/09
Budget
2006/07
actual
15
2007/08
estimate
4
2008/09
target
4
2008/09
Budget
40 000
6
5
5
2006/07
actual
3
24
0
3
4
2007/08
estimate
3
24
0
3
4
2008/09
target
3
24
0
3
4
24
2
10
2
3
6
2
7
1
1
24
2
10
2
3
6
2
7
1
1
24
2
10
2
3
6
2
7
1
1
2008/09
Budget
200 890
28 000
Strategic Function 5: Technology Development and Research
Strategic Objective 5.2: Promote sustainable commercial crop production
MEASURABLE OBJECTIVES
Research on appropriate Technologies for
sustainable food production in plant sciences.
PERFORMANCE INDICATORS
No of proposals
No of on-going trials conducted
No of papers published in Scientific journals
No of papers published in popular magazines
No of seminar papers presented
Strategic Function 5: Technology Development and Research
Strategic Objective 5.2: Promote sustainable commercial crop production
MEASURABLE OBJECTIVES
Facilitate the establishment of high value crops
PERFORMANCE INDICATORS
No of proposals
No of on-going trials conducted
No of papers published in Scientific journals
No of papers published in popular magazines
No of seminar papers presented
Strategic Function 5: Technology Development and Research
Strategic Objective 5.4: Develop and adapt appropriate technology
MEASURABLE OBJECTIVES
Distribute and disseminate appropriate
information
PERFORMANCE INDICATORS
Number of demonstrations conducted
Number of pamphlets designed
Strategic Function 5: Technology Development and Research
Strategic Objective5.5: Provide support to livestock improvement projects
MEASURABLE OBJECTIVES
Research and formulate suitable livestock
production systems.
Veld management strategies and systems
Suitable planted pastures with potential for
improved animal production
PERFORMANCE INDICATORS
Number of proposals
No of on-going trials conducted
No of papers published in Scientific journals
No of papers published in popular magazines
No of seminar papers presented
No of research projects executed which relates
to animals
No of technology transfers
No of proposals
No of on-going trials conducted
No of papers published in Scientific journals
No of papers published in popular magazines
No of seminar papers presented
No of proposals
No of on-going trials conducted
No of papers published in Scientific journals
No of papers published in popular magazines
650 552
520 000
2008/09
Budget
1 980 000
541 000
68
Department of Agriculture – Strategic Plan – 2006-09
No of seminar papers presented
Strategic Function 5: Technology Development and Research
Strategic Objective 5.6: Promote and monitor the effective use of agricultural land
MEASURABLE OBJECTIVES
To promote sustainable agricultural production
from grazing.
PERFORMANCE INDICATORS
Verify grazing capacity guidelines per major
veld type
Veld monitoring sites per agro-ecological zones
Strategic Function 5: Technology Development and Research
Strategic Objective 5.6: Promote and monitor the effective use of agricultural land
MEASURABLE OBJECTIVES
To rehabilitate and promote sustainable
agricultural production from abandoned lands
To conduct socio economic research on
departmental projects as well as socio aspects
on existing reseacrh
Senior Manager’s office
Analytical services
Donhe Research Farm
Barthurst Experimental farm
Adelaide Experimental farm
Cradock Experimental farm
Jansenville Experimental farm
Mthatha Dam Aqua dam
PERFORMANCE INDICATORS
No of proposals
No of on-going trials conducted
No of papers published in Scientific journals
No of papers published in popular magazines
No of seminar papers presented
No of proposals
No of on-going trials conducted
No of papers published in Scientific journals
No of papers published in popular magazines
No of seminar papers presented
SATTELITE AND OTHER SERVICES
4
4
2006/07
actual
2
2007/08
estimate
2
2008/09
target
2
8
8
8
2008/09
Budget
200 000
2006/07
target
3
4
0
2
2
2007/08
target
3
4
0
2
2
2008/09
target
3
4
0
2
2
2008/09
Budget
-
-
2
0
0
0
1
100 000
2007/08
estimate
20
350
2008/09
target
20
350
2008/09
Budget
2006/07
actual
2007/08
estimate
4
200
4
2008/09
target
4
500
4
2008/09
Budget
367 860
2006/07
actual
2007/08
estimate
300
200
24
2008/09
target
300
200
24
2008/09
Budget
1 871 364
115
115
50 000
3 884 867
550
1 365 826
680 000
200 000
1 180 000
361 000
150 000
7.3.2
Sub-programme 5.2: Information Services
Strategic Function 5 : Technology Development and Research
Strategic Objective 5.7 : Disseminate research information and publication of research papers
MEASURABLE OBJECTIVES
PERFORMANCE INDICATORS
In house training in specific commodities
Number of courses presented
implemented
Number of beneficiaries
Strategic Function 5 : Technology Development and Research
Strategic Objective 5.7 : Disseminate research information and publication of research papers
MEASURABLE OBJECTIVES
Distribute and disseminate appropriate
information, library and skills transfer
PERFORMANCE INDICATORS
Number of broacher designed per unit
Number of broacher distributed
Number of demonstrations conducted
Strategic Function 5: Technology Development and Research
Strategic Objective 5.6: Promote and monitor the effective use of agricultural land
MEASURABLE OBJECTIVES
Resource Management and GIS Services
PERFORMANCE INDICATORS
Reproduction of maps
Creation of maps
Capturing of projects
Capture & analysis of data for GIS
No. of posters and scientific papers published
2006/07
actual
20
350
628 636
69
Department of Agriculture – Strategic Plan – 2006-09
7.3.3
Sub-programme 5.3 infrastructure Support
Strategic Function 5: Technology Development and Research
Strategic Objective 5.6: Promote and monitor the effective use of agricultural land
MEASURABLE OBJECTIVES
Maintenance, provision and facilitation of farm
and research infrastructure and equipment
Production of silage, grain and fodder
Management of natural veld and pastures
Management of invader plants and noxious
weeds on research stations
7.3.4
2006/07
actual
22 290m
14 985m
5 075m
563m
410
395
297
3
31
22
10 800
830
989
2825
PERFORMANCE INDICATORS
Distance of roads (km)
Distance of fences (m)
Distance of water networks (m)
Distance of power networks (m)
No of research facilities
No of repairs on equipment
Area land preparation (ha)
Yield, fodder (tons per ha)
Yield, silage (tons per ha)
Yield, maize (tons per ha)
Distance of fire breaks (m)
Area under controlled burning (ha)
Area cultivated (ha)
Area rehabilitated (ha)
2007/08
estimate
85
7500
800
100
40
119
540
3
33
10
35000
8000
16976
150
2008/09
target
85
7500
1200
100
40
119
540
3
33
10
35000
8000
16976
150
2008/09
Budget
3 000 000
Summary of payments and estimated by subprogram for Program 5: Technical Research and
Development Services
Table E: Summary of payments and estimates: Programme 5: Technical Research and Development Services
Main
Adjusted
appropriation appropriation
R thousand
5.1 Research
5.2 Information Services
5.3 Infrastracture Support Services
Total payments and estimates: Progra
2004/05
2005/06
2006/07
Revised
estimate
2007/08
Medium-term estimates
2008/09
2009/10
2010/11
28,438
36,210
42,331
47,670
47,670
43,364
50,908
53,058
56,232
2,325
3,667
4,060
4,480
4,480
3,502
4,846
4,966
5,233
2,974
1,864
3,254
3,851
3,851
3,023
4,256
4,286
4,479
33,737
41,741
49,645
56,001
56,001
49,889
60,010
62,310
65,944
70
Department of Agriculture – Strategic Plan – 2006-09
8
Plan :Programme 6: Agricultural Economics
To provide economic support to internal and external clients with regard to marketing, Statistical
information including financial feasibility and economic viability studies.
Programme 6.1: Marketing Services
To identify and disseminate information on marketing opportunities for value adding
Programme 6 .2: Macro-economics and Statistics
To develop database on various economic statistics and trends.
8.1
Situation analysis:
These programmes support increased economic activity and global competitiveness in the agricultural sector. The
program is aimed at ensuring the economic viability and financial sustainability of Departmental initiatives across the
spectrum from subsistence to commercial production and marketing.
Poor marketing information and infrastructure for the resource poor farmers makes it imperative that this program be
appropriately resourced. Further to this, the department wants to run agriculture as a business hence the need for financial
and economic viability studies driven by a well structured, established and resourced unit. For effective planning and
decision making in agriculture, there needs to be proper information on various activities such as yields, price fluctuations
and marketing trends of agricultural products.
Disaster risk management refers to integrated multisectoral and multidisciplinary administrative, rganizational and
operational planning processes and capacities aimed at lessening the impacts of natural hazards and related
environmental, technological and biological disasters.
71
Eastern Cape Department of Agriculture – Strategic Plan – 2006-09
8.1.1
Program 6: Agricultural Economics
Sub-programme 6.1: Marketing services
Strategic Function 6: Entrepreneurial Development
Strategic Objective 6.3: Develop market infrastructure
MEASURABLE OBJECTIVES
Facilitate the establishment of market-driven
production systems
Enhance existing and create agro-logistic
businesses
PERFORMANCE INDICATORS
No of production systems introduced
No of farmers linked to local market outlets
No of market outlets secured
No of marketing reports drafted and
disseminated
No of marketing infrastructure provided
No of cooperatives established
No of clients provided with marketing
information
Promote marketing schemes and contracts
No of contracts signed
No. of farmers linked to export markets
No. of market access opportunities secured
Increase in agricultural trade
No. of agro processing and value adding
enterprises established for export
Strategic Functional 6: Entrepreneurial Development
Strategic Objective 6.2 : Access to finance for rural farmers
Marketing and market access
MEASURABLE OBJECTIVES
Access to financial packages made available
from relevant financial institutions
8.1.2
PERFORMANCE INDICATORS
No. of viabilities studies conducted
No of feasibility studies conducted
Amount disbursed by grants and loans
(R million)
No. of jobs created through financed
production systems
Number of grants allocated
Number of loans facilitated
2006/07
actual
10
2007/08
estimate
8
2008/09
target
2
55
29
63
30
6
84
12
6
4
7
4
R4.4M
20
-
5
440
R1.562m
36
0
10
10
4
6
2007/08
estimate
50
R 15m
2008/09
target
4
3
R4m
150
200
12
50
6
30
1094
2006/07
actual
R4,45
61
154
2008/09
Budget
R2m
2008/09
Budget
R1m
Sub-programme 6.2: Macro-economics and statistics
Strategic Function 6: Entrepreneurial Development
Strategic Objective 6.1: Introduction oh high value crops and livestock with local and export market potential
2007/08
2006/07
actual
estimate
MEASURABLE OBJECTIVES
PERFORMANCE INDICATORS
Facilitate the establishment of high value
List of HVE established
9
8
enterprises
Amount invested in new products (R million)
R1,35m
STRATEGIC GOAL6: Entrepreneurial Development
Strategic Objective 6.2 : Access to financial opportunities to farmers
MEASURABLE OBJECTIVES
Establish partnerships
Facilitate securing of equity share holdings
To promote enterprise development
Establish a register for farmers
PERFORMANCE INDICATORS
Number of community public private
partnerships established
Number of AgriBEE and PPP evaluated and
recommendations made
Number of enterprises budget developed
No. of enterprise budgets updated
No of business plans developed
Number of enterprises established
Database of farmers per commodity group
No. of economic and statistical date
enquiries
2008/09
target
3
2008/09
Budget
R2.5M
R2,3m
2006/07
actual
8
2007/08
estimate
10
2008/09
target
2
8
14
6
-
20
50
130
5
20
60
70
30
10
12
2008/09
Budget
R2 m
R3.063m
72
Eastern Cape Department of Agriculture – Strategic Plan – 2006-09
Strategic Function : Entrepreneurial Development
Strategic Objective 6.5: Disaster Management applied to assist farmers
Measurable Objective
Coordination of disaster
management activities
Implementation of disaster relief
schemes
8.1.3
Performance Indicator
Number if agricultural conditions repots compiled and
submitted
Number of climate advisory reports submitted
Number of disaster awareness campaigns conducted
Number of PDMAF (Provinsial Management Forums)
attended
Number of NAC ( National Agrimeteriology Committee)
attended
Number of assessment reports submitted
Number of agricultural related disasters attended to
Value of assistance disbursed from disaster fund
allocation
Number of farmers / farming units assisted
Number of progress reports submitted to relevant
stakeholders
07/08
08/09
12
12
12
4
12
6
12
4
4
4
See
budget0
20
12
4
4
21m
2008/09
Budget
21 M
1000
18
Summary of payments and estimates by subprogram for Program 6: Agricultural Economics
Table F: Summary of payments and estimates: Programme 6: Agricultural Economics
Main
Adjusted
appropriati appropriatio
on
n
R thousand
6.1 Marketing Services
6.2 Macro-economic and Statistics
Total payments and estimates: P
2004/05
2005/06
2006/07
Revised
estimate
2007/08
Medium-term estimates
2008/09
2009/10
2010/11
726
1,319
3,822
9,421
28,691
28,732
8,962
9,384
9,943
2,491
4,993
4,285
12,111
12,254
12,099
11,763
12,320
12,941
3,217
6,312
8,107
21,532
40,945
40,831
20,725
21,704
22,884
73
Eastern Cape Department of Agriculture – Strategic Plan – 2006-09
9
Programme 7: Structured Agricultural Education And Training
To facilitate and provide education to all participants in the agricultural sector in order to establish a knowledgeable and
competitive sector.
9.1
Sub-programme 7.1 : Tertiary Education
To provide formal education on post grade 12 level (NQF LEVELS 5 to 8) to anybody who
qualifies and has the desire to obtain a formal qualification
7.1Specified policies, priorities and strategic objectives
To provide formal education and experience on post grade 12 to anybody who qualifies and has the desire to obtain a
formal qualification (interns and bursary students) thus: a) providing opportunities to gain experience and exposure within
the department for interns and b) to provide bursaries to external students in relation to the Department’s scarse skills
7.2 Progress analysis The Tertiary sub-program has shifted focus of undertaking training to one of purely facilitating
training and development issues with specific focus on interns and prospective employees in relation to scarse skills.
9.2
Further Education and Training (FET)
To provide non-formal training with the provisio’s of NQF levels 1-4 and in the form of short courses to anybody who
desires to participate with special emphasis on emerging farmers and farm workers
• To facilitate the training of the current researchers, engineers, economics & marketing, and veterinary services
personnel.
• To facilitate provision of training on agriculture technology to farmers, service providers and advisors.
• To facilitate provision of bursaries (internal & external); learnerships, experiential training and internships in order to
address scarce skills shortage.
• To influence the higher institute of learning and provide effective input into their curricula so that it responds to the
needs of the framers and the department
• To facilitate provision of funding post graduate programmes through collaboration with partners to address the sector
skills [scarce and critical] shortage.
9.3
Situation analysis
The department is responsible for the development of skills and capacity of farmers in order to increase food
production, productivity, profitability, viability and sustainability.
The department is mandated with developing the skills and capacity within the agribusiness field in order to
increase farming business efficiency and effectiveness.
The department has a responsibility to influence the higher institutes of learning and provide effective input into
curricula so that it responds to the needs of sector.
Target group for training and development interventions are:
• Existing Farmers
• Land redistribution and reform beneficiaries
• Agribusiness ; and
• Department officials who are involved in service delivery as subject matter specialists and development
technicians.
The current cadre of officials involved in services delivery need further development and upgrading in order to be able to
add value in the agriculture sector which has moved with the technological changes and business competitiveness, hence
a need for partnership with commodity groups and other role-players in shaping the technical readiness of these officials.
PGDP identified agrarian transformation and strengthening of human resource development as critical objectives. Human
resource development underpins the success of the PGDP strategy; hence the achievement of these objectives hinges on
74
Eastern Cape Department of Agriculture – Strategic Plan – 2006-09
the good human resource development programs meant to support food security and others objectives. Food security is
the key output of the PGDP.
To achieve the above mentioned responsibilities, the new Directorate of Agriculture Education and Training is mandated to
coordinate and drive programmes talking to human resource development. The two training institutes [ Tsolo and Mpofu ]
are responsible for driving the training of farmers and extension officers.
Skills development act (1998) requires that all institutions offering training should comply with the act, hence Tsolo is a fully
fledged accredited institute from AGRI-SETA and the aim is to get Mpofu accredited. These Institutes continued to review
training policies and procedure manual in preparation for and to maintain accreditation with the relevant SETA. This will
also ensure that these Institutes have a sound policy on training which captures all activities and procedures of the
Institutes as training service providers.
Pre-training assessment is done before training is conducted in order to align training with client’s needs (tailor made
training programme). Post training assessment is done in order to assess the impact of training provided, identify the level
of progress and further training needs.
9.3.1
Policies, priorities and strategic objectives
The human resource development plan and approach will take care of the need to provide the skills which will support the
realization of the PGDP in terms of the support to transform agrarian economy and strengthening of household food
security. The Massive Food Program, Siyazondla, CASP and livestock improvement programs are key programs that are
given attention. The Sector Strategy for Agriculture and the Sector Skills Plan are taken into account in developing the
Workplace Skills Plan for the Department
9.3.2
Analysis of constraints and measures planned to overcome them
The budget limitation is one of the risks that need networking arrangements to leverage funding and the need to have
training funds managed in the training directorate instead of being fragmented all over the department. The magnitude of
the need to upgrade the skills and competencies of staff involved in service delivery. Today’s demand from farmers should
be met by the effective advisory service from technical officers. Infrastructural support is another added constraint as it
does not meet the demands of the skills development act in terms of farmer training needs.
9.3.3
Description of planned quality improvement measures
In order to meet the challenges of service delivery, the Department is engaged in the:
• Upgrading of Extension Officer Programs from diploma to a Bachelor’s Degree on a modular basis.
• Partnership with donors to fund fast tracking programs meant to turn around the consulting and facilitation skills
of staff involved in Extension Services.
• Enhance Agri-Business Skills of Extension Staff.
• Continual professional development of engineering and veterinary staff to comply with the Engineering
Profession Act and Veterinary Act.
In order to change the image of agriculture amongst the youth and labour market challenges, the Department is engaged in
the:
• Provision of bursaries to external students
• Provision of internship and learnership to young people
• Career exhibition to all districts so as to address the scarce skills shortage.
75
Eastern Cape Department of Agriculture – Strategic Plan – 2006-09
9.3.4
Programme7: Measurable objectives and targets
Sub-program: Tertiary 7.1(Human Resource Development)
PGDP Pillar: Human Resource Development
Strategic Function 7 : Human and Institutional Capacitation
Strategic Objective 7.1 : Ensure training of farmers, training of officials, mentorship and coaching
Budget: R 3 972 000
Compensation: R 2 872 000 (Internship programme)
Goods and Services: R 1.1m
Measurable Objectives
Performance Measure/indicator
1) Enhance equitable access to
Agriculture Education
Facilitate training programs for officers
derived from agreements signed with
National and International institutes.
Re-orientation of Extension Officers
Internship & Learnership program
9.3.5
a) No. of students enrolled in Tertiary institutions
2006/07
actual
-
2007/08
estimate
294
2008/09
target
306
2008/09
Budget
b) No. of bursaries awarded
-
3
3
c) No. of courses offered
-
0
0
d) No. of students attending the courses
-
0
0
e) No. of formal higher education courses offered
-
4
4
f) No. of students attending the formal courses
-
294
306
Number of training programs with appropriate institutes:
•
International
•
National
•
No of beneficiaries
•
No of courses offered
•
No of Extension Officers re-orientated
•
Number of students accommodated
-
-
2
R 500 000.00
-
-
4
320
12
390
8
R 1 640 000 . 00
R15 100 000.00
R 703 000 . 00
Sub-program 7.2: Further Education and Training (FET)
Aim: To provide non-formal training within the provisions of NQF levels 1 to 4 and in the form of short courses to anybody who desires
to participate with special emphasis on emerging farmers and farm workers.
National Priority : Human Resource Development
PGDP Pillar: Transformation of agrarian economy and strengthening of household food security
Strategic Function 7: Human and Institutional Capacitation
Strategic Objective 7.4: Provide special training to farmers
2007/08
2008/09
2006/07
PERFORMANCE INDICATORS
actual
estimate
target
50
74
•
No. of demonstration sites
32
42
•
No of short courses offered
320
648
•
No of beneficiaries/students
PGDP Pillar: Systematic poverty eradication through holistic integrated and multidimensional approach to pro-poor programming
2007/08
2008/09
2006/07
PERFORMANCE INDICATORS
actual
estimate
target
MEASURABLE OBJECTIVES
6
10
•
No of courses offered
2. Training of farmers on commercial crop production
120
176
•
No of emerging farmers
23
•
Number emerging farmers mentored 10
•
Number commercial farmers
mentoreing
Number of courses conducted on:
3. Conduct specialized training on different commodities
4
10
•
1.Artificial insemination
2. Hydroponics
2
8
3. Agri-business
4
15
4. Blade and machine shearing
1
3
5. Mechanization training
8
17
6. Egg incubation
2
Number of emerging farmers
340
514
Number of commercial farmers
51
MEASURABLE OBJECTIVES
1. Facilitate and improve homestead food production
through demonstration and training
2008/09
Budget
R 412 750
2008/09
Budget
R 3 920 000.00
R 7 237 750.00
76
Eastern Cape Department of Agriculture – Strategic Plan – 2006-09
MEASURABLE OBJECTIVES
4. Facilitate agreement with training institutes [National
and International
PERFORMANCE INDICATORS
Number of agreements with appropriate
institutions.
™ International
™
5. Facilitate training programs for farmers derived from
agreements signed with National and International
institutes.
2006/07
actual
-
2007/08
estimate
1
National
Number of training programs with
appropriate institutes:
™ International
™ National
™ No. of beneficiaries
2008/09
target
2
R 700 000.00
4
-
27
R 520 000.00
-
-
2008/09
Budget
4
6
283
-
National Priority : Human Resource Development
PGDP Pillar: Systematic poverty eradication through holistic integrated and multidimensional approach to pro-poor programming
Strategic Function 5: Technology Development and research
Strategic Objective 5.4: Develop and adapt appropriate technology
PERFORMANCE INDICATORS
2007/08
2008/09
2006/07
MEASURABLE OBJECTIVES
actual
estimate
target
2
12
•
No of Proposals
2
12
•
No.
of
demo’s/trials
6. Demonstrate new systems on Conservation
150
220
•
No. of beneficiaries
agriculture, Aquaculture and Home industry
2
10
•
No of papers (popular magazines)
No of scientific papers (popular magazine)
2
6
2008/09
Budget
R 2 000 000.00
Strategic Function 7: Human and Institutional Capacitation
Strategic Objective7.1: Ensure training of farmers, training of officials, mentorship and coaching
PERFORMANCE INDICATORS
MEASURABLE OBJECTIVES
9. Empower farming communities on value adding
agricultural enterprises
No of courses conducted on:
™ Home industries
•
Wool and Fibre
•
No of emerging farmers
Strategic Function 7: Human and Institutional Capacitation
Strategic Objective 7.4: Provide special training to farmers
PERFORMANCE INDICATORS
MEASURABLE OBJECTIVES
10. Training of farmers on animal health
11. Training of farmers on management principles of
livestock production
12 Supply animals for re-stocking programs
2006/07
actual
2007/08
estimate
-
3
-
145
2006/07
actual
2007/08
estimate
No. of courses short conducted
No. of emerging farmers
No. of courses short conducted
No. of emerging farmers
No. of animals supplied:50 Bulls
240 Pigs
No. of emerging farmers
3
83
2008/09
target
14
21
525
2008/09
target
12
220
19
375
290
2008/09
Budget
R 406 600 000
2008/09
Budget
R 995 250
R 108 950
R 5 000.000.00
173
Strategic Objective 7.1: Implementation of agric education and training strategy coordination with other strategic partners in agricultural education and
training
Ensure that AET delivery at provincial level is well
200
No. of Agriculture Educators developed
coordinated
R 3 000 000.00
Create awareness towards recruitment of new entrants in
agriculture
No. of Steering Committee Meetings
No of PAETF meetings
No. of PAETF Tasks/mandates effected
Number of Career Exhibitions
Number of beneficiaries
Number of Radio Talks
1
2
1160
8
4
4
16
4800
R 1060700
16
77
Eastern Cape Department of Agriculture – Strategic Plan – 2006-09
9.3.6
Summary of payments and estimates by subprograms for Program 7: Agricultural Education and Training
Table G: Summary of payments and estimates: Programme 7: Structured Agricultural Training
Adjusted
Main
appropriati appropriati
on
on
R thousand
7.1: Tertiary Education
Revised
estimate
Medium-term estimates
2004/05
429
2005/06
897
2006/07
1,651
3,972
2007/08
3,000
3,000
2008/09
6,103
2009/10
6,373
2010/11
6,665
7.2: Further Education & Training
29,051
29,567
28,255
33,969
35,441
35,441
46,888
49,323
51,694
Total payments and estimates: P
29,480
30,464
29,906
37,941
38,441
38,441
52,991
55,696
58,359
78
Eastern Cape Department of Agriculture – Strategic Plan – 2006-09
10 Part C: Analysis of changes to Programmes
10.1 Overview
The department has presented through its strategic focus a SIX peg policy framework around:
Fencing of arable and grazing lands
Provision of dipping tanks and dipping material.
Provision of stock water dams
Provision of irrigation infrastructure
Provision of tractors and implements
Human Resource Development
The six peg strategy focuses on progressing subsistence agriculture to commercial agriculture through the rollout of
economically sound step up programs for farmer development.
The department has further put emphasis on accelerated development of the Second Economy constituted by (communal,
urban, peri-urban ) aimed at improving subsistence production to levels of producing for markets. But key to successful
implementation of turn-around strategies in these areas is access to Financial resource and capable human resources.
The Eastern Cape Rural Finance Corporation, popularly known as Uvimba, has been earmarked to play a major role in this
regard. Coupled to UVIMBA is MAFISA that will complement financial requirements of developing and developed farmers.
10.2 ABX-type analysis on planned agricultural development
The four-year agricultural development roll-out plan of the department has focused on three broad budgetary categories,
namely,
A
=
ongoing programmes and activities for the MTEF period
B
=
Areas of emphasis from the MEC’s policy speech that might result in
increased expenditure.
X
=
Re-prioritisation that could result in significant savings
10.3 On-going departmental activities
The department will continue focusing on its key service delivery programmes such as;
Comprehensive Agricultural Support Program (CASP)
Land Care projects
Soil Conservation works
Women in agricultural development
Siyazondla homestead food production program
Siyakhula small scale food production program
Massive Food program
Livestock improvement and protection
Mechanisation Program
Citrus development along;
o Umzimvubu River valley
o Port St. Johns
o Kat River Valley, and
o Sunday’s River valley
o Sub tropical fruit development
ƒ Port St Johns
ƒ Youth development program
ƒ High value crops
79
Eastern Cape Department of Agriculture – Strategic Plan – 2006-09
10.3.1 New areas of emphasis for agricultural development
The influx of people into rural towns and cities has brought about a new paradigm shift
in as far as agricultural development and food production is concerned.
In this regard, the department has identified peri-urban agriculture as an intervention
strategy in ensuring visibility of the department in these areas.
This paradigm shift though it is a new emphasis, it would not result in increased expenditure.
The department intends financing such ventures in peri-urban through its Siyazondla
programme and WAAD (women in agricultural development)
10.3.2 Re-prioritisation that could result in savings
The emphasis and focus planned by the department is merely the augmentation of its
programs and projects. No saving is foreseen in this strategic direction.
Management and staff recommend this document as the strategy of the Eastern Cape Department of Agriculture
represented by the Head of Department.
March 2008
APPROVED / NOT APPROVED
March 2008
80
Eastern Cape Department of Agriculture – Strategic Plan – 2006-09
Annexure A:
Service Delivery Improvement Program:
A1)
Six Peg Policy for Agriculture:
z
SIX POLICY PEGS IMPLEMENTED
z
z
z
z
z
z
TRACTORS AND IMPLEMENTS USED FOR CONSERVATION
AGRICULTURE
DIPPING TANKS IN A COMPREHENSIVE LIVESTOCK
DEVELOPMENT PROGRAMME
FENCING IN THE CONSERVATION AND RECLAIMATION OF
GRAZING, FIELD CROP PRODUCTION, AND HOMESTEAD
PRODUCTION
DAMS FOR LIVESTOCK IRRIGATION, WATER
CONSERVATION
REVIVING IRRIGATION SCHEMES THROUGH TECHNICAL
SUPPORT ON WATER USE, CROPPING SYSTEMS,
PROCESSING AND SOCIO ECONOMIC MODELLING
MAJOR FOCUS ON EDUCATION,TRAINING AND
FORMATION WITHIN AGRICULTURE TO UNDERGIRD
AGRIBEE AND LAND DISRIBUTION
A2) Monitoring of Strategic Plans:
Structure
Participants
Frequency
Purpose
Top Management Meeting
All top managers in DoA
Monthly
Give strategic guidance
regarding the implementation
of the strategic plan.
Extended Senior
Management Meeting
Senior Managers and Top
Management
Quarterly
Discussion and consideration
of strategic matters and
provide guidance to
management processes.
Mid-Term Performance
Review
Senior Managers and Top
Management
1 Per Year
Assess progress on service
delivery implementation.
Monitoring & Evaluation
Forum
HOD, District Munic. Mgrs.
2 Per Year
Monitoring and evaluation of
service delivery
81
Eastern Cape Department of Agriculture – Strategic Plan – 2006-09
A3)
SERVICE DELIVERY OUTCOME AND IMPACT
OUTCOME
(A) Increased household income from Agriculture
IMPACT
Reduction of poverty
(B) Food Security - availability of food; excess food
increased
Increased Food security
(C) Employment provision & reduction of unemployment: /
increase employment equivalent
Reduced unemployment (bringing back the dignity) ; Increase selfesteem
* Active participation in social life
(D) 20% contribution to the Provincial Growth (6%)
Improve the economy in the province
(E) GIS for poverty eradication
More strategic investment by government and other agencies /
partners
(F) Increase HRD / skill base (Rendering effective services)
Increase efficiency of government services
(G) To bring social services / infrastructure closer to the
people (Food sourced and processed locally.)
Agrarian transformation
(H) Prioritisation of social markets
Easy access to food products Increase health status, Education
improvement low level of crime of dignity
82
Eastern Cape Department of Agriculture – Strategic Plan – 2006-09
(4) Service Delivery Programme
SERVICE
STANDARDS
CLIENT/S
CONSULTATION
ARRANGEMENTS
MEANS OF
ACCESS TO
SERVICES
BARRIERS TO
ACCESS
SERVICES
1
1. Fencing
2
Departmental
Local
Agriculture
Development
Technician will
visit all areas
fenced by
government to
check if fences
are intact once
every 2 months
3
4
5
6
STRATEGIES
TO REMOVE
BARRIERS TO
ACCESS
SERVICES
7
Farmers
(Commercial &
Emerging
farmers)
Radio, pamphlets,
Application
forms issued to
farmers
*Insufficient
communication
*
* Consultative
meetings with
farmers
2.
Procurement
for Fencing
All applicants
for fencing
assistants will
be informed of
the outcome
their application
within thirty
days of receipt
of applications
Land users (
farmers )
Written notification
Apply through
agricultural local
office
Inability to meet
qualifying
criteria
Budget
constraints
Consultative
meetings and
forward
planning
Budget
provision
Technical
evaluations and
client surveys
3. DIPPING
TANKS
The
Department will
provide dipping
chemicals for all
the dipping
tanks
constructed at
all dipping
intervals.
Communal and
emerging
farmers
Consultative
meetings and
notices (written)
and media
Farmers are
supplied with
chemicals
delivered to their
dipping tanks
Transport to
deliver the
drugs to the
tanks
Poor roads
Budget
constraints
Officials to
have vehicles
to deliver
Have budget
for dipping
material
Liaise with
Roads and
Transport to
construct roads
Community
Animal Health
Workers per
three dipping
tanks report to
Animal Health
Worker on all
Mondays
MAIN
SERVICES
MONITORING
AND
EVALUATION
SERVICES
8
Technical
evaluations and
client surveys
83
Eastern Cape Department of Agriculture – Strategic Plan – 2006-09
MAIN
SERVICES
4. Irrigation
Schemes
5.. Planning
SERVICE
STANDARDS
CLIENT/S
CONSULTATION
ARRANGEMENTS
MEANS OF
ACCESS TO
SERVICES
BARRIERS TO
ACCESS
SERVICES
STRATEGIES
TO REMOVE
BARRIERS TO
ACCESS
SERVICES
MONITORING
AND
EVALUATION
SERVICES
The
Department will
provide an
Animal Health
Technician to
provide
technical advise
bi-monthly at
dipping
intervals
Communal and
emerging
farmers
Consultative
meetings,
pamphlets, flyers
and audio-visual
material
Liaise with
Community
Animal Health
Worker or
Animal Health
Technician
Animal Health
Technicians
few
Lack of
transport
Outbreaks of
other diseases
Provision of
transport
Recruitment of
Animal Health
Technicians
Community
Animal Health
Worker to
report to Animal
Health
Technician
office every
Mondays
The
Department will
provide animal
dipping services
twice a month
in summer and
once a month in
winter by
Community
Animal Health
Worker
The
Department will
provide
technical supp
ort and
facilitation to
Zanyokwe,
Ncora, Qamata,
Shiloh, Tyhefu
and Horseshoe
at all times
Communal and
emerging
farmers
Formation of
dipping committees
Written notices to
Headmen or
Councilors
Bringing of cattle
to dipping tanks
Long distances
to the dipping
tanks
Construction of
more dipping
tanks
Provision of
budget
Community
Animal Health
Worker to
report to Animal
Health
Technician
office every
Mondays
Land users (
farmers)
Negotiations and
joint planning
between scheme
management
entities and the
Department
Application and
inclusion in
Departmental
Service Delivery
Plan
Socio-political
discord and
absence of
proper planning
and
management
Facilitation of
socio-political
order, stability
and
development of
management
skills
Management of
technical and
social reporting,
and evaluation
Strategic plans
Farmers, Office
Meetings with
Strategic plans
Strategic plans
Follow ups to
Written memo
84
Eastern Cape Department of Agriculture – Strategic Plan – 2006-09
SERVICE
STANDARDS
CLIENT/S
CONSULTATION
ARRANGEMENTS
MEANS OF
ACCESS TO
SERVICES
BARRIERS TO
ACCESS
SERVICES
for
Departmental
service
delivery
will be made
available to the
clients within
one month
before 01st
April of the new
financial year
of The Premier
, Provincial
Treasury ,
National Dept
of Agriculture
and National
Treasury
distributed to the
components
not distributed
to the lower
levels of
operation within
components
6. Job
Evaluation
A post will be
job evaluated
within two
months upon
the receipt of a
pre-interview
questionnaire
*Heads
Components
different
components
Departmental
strategic planning
sessions convened
Meeting with
Farmers’ Unions,
LED managers, and
Municipal Managers
Meetings with
Organized Labour
and Tertiary
institutions
(including the FET
Colleges of
Agriculture)
Circulars
Memorandum
Pre-interview
Questionnaire
7. Payment of
Suppliers
All correct
supplier
invoices with
the necessary
support
documents will
be paid within
Other
components,
Suppliers and
the Public
Telephone
Correspondence
Faxes
E-mail
Quotations
Tenders
MAIN
SERVICES
STRATEGIES
TO REMOVE
BARRIERS TO
ACCESS
SERVICES
be done to
components to
ensure that the
strategic plans
are filtered
down the
lowest levels
MONITORING
AND
EVALUATION
SERVICES
Insufficient
knowledge of
the purpose of
Job Evaluation
Job Evaluation
Awareness
Programs
Insufficient
knowledge on
the payment
process by
suppliers
Provide
Education on a
regular bases
Corporate
Services
Management
meetings
Special
Sessions to
meant to
assess the
effectiveness of
the
Departmental
Service
Standards
Feed back from
clients
from the
component
concerned
Top
Management
meetings and
Senior
Management
meetings
Assessment
reports from
Provincial
Treasury and
National
Treasury
85
Eastern Cape Department of Agriculture – Strategic Plan – 2006-09
MAIN
SERVICES
Labour
Relations
9. Education
and Training
SERVICE
STANDARDS
thirty calendar
days.
All captured
and approved
invoices will be
authorised for
payment every
Wednesday
and on the next
working day
should this be a
public holiday.
The
Department will
attempt to
resolve all
disciplinary
cases within
thirty days of
incident being
reported but will
inform the
affected parties
within five
working days if
the case will not
be concluded
If approached,
the Department
will provide
technical
training to
farmers within
one month of
approval
CLIENT/S
CONSULTATION
ARRANGEMENTS
MEANS OF
ACCESS TO
SERVICES
BARRIERS TO
ACCESS
SERVICES
STRATEGIES
TO REMOVE
BARRIERS TO
ACCESS
SERVICES
MONITORING
AND
EVALUATION
SERVICES
Suppliers
components
Circulars
Memorandum
Invoices
Authorization
System
problems
Quotations
versus actual
invoice
Improvement of
the system
Invoice
actioned
immediately on
receipt
Manual spreadsheet to
monitor
supplier status
All Employees
All Supervisors
Trade Unions
Circulars
Memorandum
Meetings with
Organised Labour
Circulars
Memorandum
Policies and
Procedures
Language
Inability to
access
employees
Developing a
flier and
distribute to all
Reproduction
of documents
and policies in
African
language
Feedback
meetings
through local
visits
Labour
Management
for a in the
districts
Farmers,
Youth, Farmer
Organizations,
FET Colleges,
Schools,
Departmental
Technicians
Meetings with
Farmer
Organizations,
Program Managers,
Municipal Managers
Comprehensive
training program
through Tsolo
Institute, Mpofu
Training Centre
and Training
Service
Providers
Not receiving
training
requirements
timeously
Training
programme not
distributed
timeously to
Training
programmes to
be designed in
conjunction
with district
Managers and
communicated
timeously to
AET to hold
sessions with
Farmer
Organisations
and Program
Heads to
assess the
effectiveness
86
Eastern Cape Department of Agriculture – Strategic Plan – 2006-09
MAIN
SERVICES
SERVICE
STANDARDS
CLIENT/S
CONSULTATION
ARRANGEMENTS
MEANS OF
ACCESS TO
SERVICES
BARRIERS TO
ACCESS
SERVICES
engaged by the
directorate
beneficiaries
STRATEGIES
TO REMOVE
BARRIERS TO
ACCESS
SERVICES
beneficiaries
MONITORING
AND
EVALUATION
SERVICES
and value of
the training
given
Collate data on
training
provided
Annexure B: Information Communications technology Plan for 2006-2009
Department of Agriculture: Eastern Cape
Proposed ICT Plan for 2007/08 to 2009/10
Financial Year 2007/08
Objectives
1
Develop and Manage ICT Infrastructure
Activities
Indicator
Target
Provision of connectivity
No of new sites connected to GCCN
30
Upgrade and increase connectivity access
No of new network points
50
Manage availability of LAN
Up time of access through out the Province
Creation of shared computer centres
No of new sites created
Acquisition of ICT equipment
200 ICT equipment devices
ICT Users & Equipment administration
Computers, Printers, Laptops, Servers
Complete updated information on all resources including
human resources information
Maintenance and support of hardware
Resolve times of faults
8 Hour Average Response time
100%
10
90%
87
Eastern Cape Department of Agriculture – Strategic Plan – 2006-09
Department of Agriculture: Eastern Cape
Proposed ICT Plan for 2007/08 to 2009/10
Financial Year 2007/08
2
3
4
Provision and maintenance of access to
Applications
Facilitate Systems Developments and
Maintenance
Ensure compliance to ICT standards,
procedure & legal requirements ( Security
)
Registration of users
No of users with email access
500
Creation of Internet accounts
No of users with new internet accounts
Maintenance and support of all software
Resolve times of faults
4 Hours average response time
50
Development of MIS
Stage of completion
Tender awarded
Upload information on Dept. website
No of items published
Implementation of MSP
Extent of implementations
Implemented MSP as per MSP target
30
Website development
Stage of complesion
Tender awarded
95% accuracy reporting
Acquisition of IT auditing software
Functioning audit software
Establishment of an ISS SLA
Fully implemented ISS SLA
100% compliance
Develop Business Continuity Plan
Extent of development DRP ( Disaster Recovery Plan ) & DPP
Approved DRP & DPP
Install Antivirus
% of all computers
100%
Connect computers to WSUS
% of all networked computers
100%
i-Folder/.doc Backup
% of all computers
Review ICT Policy
Approved ICT Policy
Before 30 June 2007
Software Licencing
EA: Microsoft
Signed before 1 May 2007
80%
Financial Year 2008/09
1
Develop and Manage ICT Infrastructure
Provision of connectivity
No of new sites connected to GCCN
30
Upgrade and increase connectivity access
No of new network points
50
Manage availability of LAN
Up time of access through out the Province
Creation of shared computer centres
No of new sites created
Acquisition of ICT equipment
Computers, Printers, Laptops, Servers
Complete updated information on all resources including
human resources information
200 ICT equipment devices
Maintenance and support of hardware
Resolve times of faults
7 Hour Average Response time
Registration of users
No of users with email access
Creation of Internet accounts
No of users with new internet accounts
ICT Users & Equipment administration
2
3
4
Provision and maintenance of access to
Applications
Facilitate Systems Developments and
Maintenance
Ensure compliance to ICT standards,
procedure & legal requirements ( Security
100%
10
95%
550
50
Maintenance and support of all software
Resolve times of faults
3 Hours average response time
Development of MIS
Stage of completion
50% developed
Upload information on Dept. website
No of items published
30
Implementation of MSP
Extent of implementations
Implemented MSP as per MSP target
Website development
Stage of complesion
Fully operational
Acquisition of IT auditing software
Functioning audit software
97% accuracy reporting
Establishment of an ISS SLA
Fully implemented ISS SLA
100% compliance
88
Eastern Cape Department of Agriculture – Strategic Plan – 2006-09
Department of Agriculture: Eastern Cape
Proposed ICT Plan for 2007/08 to 2009/10
Financial Year 2007/08
)
Develop Business Continuity Plan
Extent of development DRP ( Disaster Recovery Plan ) & DPP
80% compliance to DRP & DPP
Install Antivirus
% of all computers
100%
Connect computers to WSUS
% of all networked computers
100%
i-Folder/.doc Backup
% of all computers
90%
Review ICT Policy
Approved ICT Policy
Before 30 June 2008
Software Licencing
EA: Microsoft
True up implemented
Financial Year 2009/10
1
2
3
4
Develop and Manage ICT Infrastructure
Provision and maintenance of access to
Applications
Facilitate Systems Developments and
Maintenance
Ensure compliance to ICT standards,
procedure & legal requirements ( Security
)
Provision of connectivity
No of new sites connected to GCCN
Upgrade and increase connectivity access
No of new network points
Manage availability of LAN
Up time of access through out the Province
5
50
100%
Creation of shared computer centres
No of new sites created
Acquisition of ICT equipment
200 ICT equipment devices
ICT Users & Equipment administration
Computers, Printers, Laptops, Servers
Complete updated information on all resources including
human resources information
10
Maintenance and support of hardware
Resolve times of faults
6 Hour Average Response time
95%
Registration of users
No of users with email access
Creation of Internet accounts
No of users with new internet accounts
600
Maintenance and support of all software
Resolve times of faults
2 Hours average response time
Fully operational
50
Development of MIS
Stage of completion
Upload information on Dept. website
No of items published
Implementation of MSP
Extent of implementations
Implemented MSP as per MSP target
Website development
Stage of completion
Fully operational
Acquisition of IT auditing software
Functioning audit software
99% accuracy reporting
Establishment of an ISS SLA
Fully implemented ISS SLA
100% compliance
Develop Business Continuity Plan
Extent of development DRP ( Disaster Recovery Plan ) & DPP
100% compliance to DRP & DPP
30
Install Antivirus
% of all computers
100%
Connect computers to WSUS
% of all networked computers
100%
i-Folder/.doc Backup
% of all computers
Review ICT Policy
Approved ICT Policy
Before 30 June 2009
Software Licencing
EA: Microsoft
True up implemented
98%
Annexure C: Capital Assets Plan:
89
Eastern Cape Department of Agriculture – Strategic Plan – 2006-09
Programme
2006/07
2007/08
2008/09
Program 1: Administration:
R1,209,000
R1,411,000
R1,416,000
R1,166,000
R1,277,000
R1,364,000
-
-
-
R100,000
R120,000
R123,000
Program 5: Technical Research & Development:
-
-
-
Program 6: Agricultural Economics
-
-
-
Program 7: Structured Agricultural Training:
R83,000
R91,000
R97,000
R2,558,000
R2,899,000
R3,000,000
Equipment / Facilities:
Enhance enabling environment towards results orientated service
Program 2:
Sustainable Resource Management:
infrastructure development, construction of soil conservation works
irrigation technology, on-farm mechanization and maintenance of
farm equipment
Program 3:
Farmer Support:
Program 4:
Veterinary Services:
Animal vaccinations/Dipping Facilities/Maintenenace to Dipping
TenksVet Equipment
To provide non-formal training within the proviso’s of NQF levels 1
to 4 and in the form of short courses to anybody
(Equipment & Facilities)
Total for Department
90